decision making problem solving questions

• INTERPERSONAL SKILLS
• Decision-Making and Problem Solving

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Decision-Making and Problem-Solving

• Effective Decision Making
• Decision-Making Framework
• Introduction to Problem Solving

Identifying and Structuring Problems

Investigating Ideas and Solutions

Implementing a Solution and Feedback

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The SkillsYouNeed Guide to Interpersonal Skills

Making decisions and solving problems are two key areas in life, whether you are at home or at work. Whatever you’re doing, and wherever you are, you are faced with countless decisions and problems, both small and large, every day.

Many decisions and problems are so small that we may not even notice them. Even small decisions, however, can be overwhelming to some people. They may come to a halt as they consider their dilemma and try to decide what to do.

Small and Large Decisions

In your day-to-day life you're likely to encounter numerous 'small decisions', including, for example:

Tea or coffee?

What shall I have in my sandwich? Or should I have a salad instead today?

What shall I wear today?

Larger decisions may occur less frequently but may include:

Should we repaint the kitchen? If so, what colour?

Should we relocate?

Should I propose to my partner? Do I really want to spend the rest of my life with him/her?

These decisions, and others like them, may take considerable time and effort to make.

The relationship between decision-making and problem-solving is complex. Decision-making is perhaps best thought of as a key part of problem-solving: one part of the overall process.

Our approach at Skills You Need is to set out a framework to help guide you through the decision-making process. You won’t always need to use the whole framework, or even use it at all, but you may find it useful if you are a bit ‘stuck’ and need something to help you make a difficult decision.

Decision Making

Effective Decision-Making

This page provides information about ways of making a decision, including basing it on logic or emotion (‘gut feeling’). It also explains what can stop you making an effective decision, including too much or too little information, and not really caring about the outcome.

A Decision-Making Framework

This page sets out one possible framework for decision-making.

The framework described is quite extensive, and may seem quite formal. But it is also a helpful process to run through in a briefer form, for smaller problems, as it will help you to make sure that you really do have all the information that you need.

Problem Solving

Introduction to Problem-Solving

This page provides a general introduction to the idea of problem-solving. It explores the idea of goals (things that you want to achieve) and barriers (things that may prevent you from achieving your goals), and explains the problem-solving process at a broad level.

The first stage in solving any problem is to identify it, and then break it down into its component parts. Even the biggest, most intractable-seeming problems, can become much more manageable if they are broken down into smaller parts. This page provides some advice about techniques you can use to do so.

Sometimes, the possible options to address your problem are obvious. At other times, you may need to involve others, or think more laterally to find alternatives. This page explains some principles, and some tools and techniques to help you do so.

Having generated solutions, you need to decide which one to take, which is where decision-making meets problem-solving. But once decided, there is another step: to deliver on your decision, and then see if your chosen solution works. This page helps you through this process.

‘Social’ problems are those that we encounter in everyday life, including money trouble, problems with other people, health problems and crime. These problems, like any others, are best solved using a framework to identify the problem, work out the options for addressing it, and then deciding which option to use.

This page provides more information about the key skills needed for practical problem-solving in real life.

Further Reading from Skills You Need

The Skills You Need Guide to Interpersonal Skills eBooks.

Develop your interpersonal skills with our series of eBooks. Learn about and improve your communication skills, tackle conflict resolution, mediate in difficult situations, and develop your emotional intelligence.

Guiding you through the key skills needed in life

As always at Skills You Need, our approach to these key skills is to provide practical ways to manage the process, and to develop your skills.

Neither problem-solving nor decision-making is an intrinsically difficult process and we hope you will find our pages useful in developing your skills.

Start with: Decision Making Problem Solving

See also: Improving Communication Interpersonal Communication Skills Building Confidence

Interview Questions

Comprehensive Interview Guide: 60+ Professions Explored in Detail

26 Good Examples of Problem Solving (Interview Answers)

By Biron Clark

Published: November 15, 2023

Employers like to hire people who can solve problems and work well under pressure. A job rarely goes 100% according to plan, so hiring managers will be more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical in your approach.

But how do they measure this?

They’re going to ask you interview questions about these problem solving skills, and they might also look for examples of problem solving on your resume and cover letter. So coming up, I’m going to share a list of examples of problem solving, whether you’re an experienced job seeker or recent graduate.

Then I’ll share sample interview answers to, “Give an example of a time you used logic to solve a problem?”

Problem-Solving Defined

It is the ability to identify the problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation. 

Problem-solving also involves critical thinking, communication, listening, creativity, research, data gathering, risk assessment, continuous learning, decision-making, and other soft and technical skills.

Solving problems not only prevent losses or damages but also boosts self-confidence and reputation when you successfully execute it. The spotlight shines on you when people see you handle issues with ease and savvy despite the challenges. Your ability and potential to be a future leader that can take on more significant roles and tackle bigger setbacks shine through. Problem-solving is a skill you can master by learning from others and acquiring wisdom from their and your own experiences. 

It takes a village to come up with solutions, but a good problem solver can steer the team towards the best choice and implement it to achieve the desired result.

Watch: 26 Good Examples of Problem Solving

Examples of problem solving scenarios in the workplace.

• Correcting a mistake at work, whether it was made by you or someone else
• Overcoming a delay at work through problem solving and communication
• Resolving an issue with a difficult or upset customer
• Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
• Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
• Troubleshooting and resolving technical issues
• Handling and resolving a conflict with a coworker
• Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
• Taking initiative when another team member overlooked or missed something important
• Taking initiative to meet with your superior to discuss a problem before it became potentially worse
• Solving a safety issue at work or reporting the issue to those who could solve it
• Using problem solving abilities to reduce/eliminate a company expense
• Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
• Changing how a process, team, or task is organized to make it more efficient
• Using creative thinking to come up with a solution that the company hasn’t used before
• Performing research to collect data and information to find a new solution to a problem
• Boosting a company or team’s performance by improving some aspect of communication among employees
• Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem Solving Examples for Recent Grads/Entry Level Job Seekers

• Coordinating work between team members in a class project
• Reassigning a missing team member’s work to other group members in a class project
• Adjusting your workflow on a project to accommodate a tight deadline
• Speaking to your professor to get help when you were struggling or unsure about a project
• Asking classmates, peers, or professors for help in an area of struggle
• Talking to your academic advisor to brainstorm solutions to a problem you were facing
• Researching solutions to an academic problem online, via Google or other methods
• Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

You can share all of the examples above when you’re asked questions about problem solving in your interview. As you can see, even if you have no professional work experience, it’s possible to think back to problems and unexpected challenges that you faced in your studies and discuss how you solved them.

Interview Answers to “Give an Example of an Occasion When You Used Logic to Solve a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” since you’re likely to hear this interview question in all sorts of industries.

Example Answer 1:

At my current job, I recently solved a problem where a client was upset about our software pricing. They had misunderstood the sales representative who explained pricing originally, and when their package renewed for its second month, they called to complain about the invoice. I apologized for the confusion and then spoke to our billing team to see what type of solution we could come up with. We decided that the best course of action was to offer a long-term pricing package that would provide a discount. This not only solved the problem but got the customer to agree to a longer-term contract, which means we’ll keep their business for at least one year now, and they’re happy with the pricing. I feel I got the best possible outcome and the way I chose to solve the problem was effective.

Example Answer 2:

In my last job, I had to do quite a bit of problem solving related to our shift scheduling. We had four people quit within a week and the department was severely understaffed. I coordinated a ramp-up of our hiring efforts, I got approval from the department head to offer bonuses for overtime work, and then I found eight employees who were willing to do overtime this month. I think the key problem solving skills here were taking initiative, communicating clearly, and reacting quickly to solve this problem before it became an even bigger issue.

Example Answer 3:

In my current marketing role, my manager asked me to come up with a solution to our declining social media engagement. I assessed our current strategy and recent results, analyzed what some of our top competitors were doing, and then came up with an exact blueprint we could follow this year to emulate our best competitors but also stand out and develop a unique voice as a brand. I feel this is a good example of using logic to solve a problem because it was based on analysis and observation of competitors, rather than guessing or quickly reacting to the situation without reliable data. I always use logic and data to solve problems when possible. The project turned out to be a success and we increased our social media engagement by an average of 82% by the end of the year.

Answering Questions About Problem Solving with the STAR Method

When you answer interview questions about problem solving scenarios, or if you decide to demonstrate your problem solving skills in a cover letter (which is a good idea any time the job description mention problem solving as a necessary skill), I recommend using the STAR method to tell your story.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them. So before jumping in and talking about the problem that needed solving, make sure to describe the general situation. What job/company were you working at? When was this? Then, you can describe the task at hand and the problem that needed solving. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact.

Finally, describe a positive result you got.

Whether you’re answering interview questions about problem solving or writing a cover letter, you should only choose examples where you got a positive result and successfully solved the issue.

Example answer:

Situation : We had an irate client who was a social media influencer and had impossible delivery time demands we could not meet. She spoke negatively about us in her vlog and asked her followers to boycott our products. (Task : To develop an official statement to explain our company’s side, clarify the issue, and prevent it from getting out of hand). Action : I drafted a statement that balanced empathy, understanding, and utmost customer service with facts, logic, and fairness. It was direct, simple, succinct, and phrased to highlight our brand values while addressing the issue in a logical yet sensitive way.   We also tapped our influencer partners to subtly and indirectly share their positive experiences with our brand so we could counter the negative content being shared online.  Result : We got the results we worked for through proper communication and a positive and strategic campaign. The irate client agreed to have a dialogue with us. She apologized to us, and we reaffirmed our commitment to delivering quality service to all. We assured her that she can reach out to us anytime regarding her purchases and that we’d gladly accommodate her requests whenever possible. She also retracted her negative statements in her vlog and urged her followers to keep supporting our brand.

What Are Good Outcomes of Problem Solving?

Whenever you answer interview questions about problem solving or share examples of problem solving in a cover letter, you want to be sure you’re sharing a positive outcome.

Below are good outcomes of problem solving:

• Saving the company time or money
• Making the company money
• Pleasing/keeping a customer
• Obtaining new customers
• Solving a safety issue
• Solving a staffing/scheduling issue
• Solving a logistical issue
• Solving a company hiring issue
• Solving a technical/software issue
• Making a process more efficient and faster for the company
• Creating a new business process to make the company more profitable
• Improving the company’s brand/image/reputation
• Getting the company positive reviews from customers/clients

Every employer wants to make more money, save money, and save time. If you can assess your problem solving experience and think about how you’ve helped past employers in those three areas, then that’s a great start. That’s where I recommend you begin looking for stories of times you had to solve problems.

Tips to Improve Your Problem Solving Skills

Throughout your career, you’re going to get hired for better jobs and earn more money if you can show employers that you’re a problem solver. So to improve your problem solving skills, I recommend always analyzing a problem and situation before acting. When discussing problem solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Next, to get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t. Think about how you can get better at researching and analyzing a situation, but also how you can get better at communicating, deciding the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem solving ability.

If you practice the tips above, you’ll be ready to share detailed, impressive stories and problem solving examples that will make hiring managers want to offer you the job. Every employer appreciates a problem solver, whether solving problems is a requirement listed on the job description or not. And you never know which hiring manager or interviewer will ask you about a time you solved a problem, so you should always be ready to discuss this when applying for a job.

Related interview questions & answers:

• How do you handle stress?
• How do you handle conflict?
• Tell me about a time when you failed

About the Author

Read more articles by Biron Clark

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Top 20 Decision Making Interview Questions & Answers

Master your responses to Decision Making related interview questions with our example questions and answers. Boost your chances of landing the job by learning how to effectively communicate your Decision Making capabilities.

Decision-making is an essential skill in almost every aspect of life, but it holds a particular weight in the professional realm. Whether you’re at the helm of a Fortune 500 company, steering a start-up through uncharted waters, or making strategic calls on a project, your capacity to make informed and effective decisions can significantly influence the success of your endeavors.

Understanding the complexities of decision-making processes, the factors that affect them, and how to communicate these choices effectively is vital for any professional. In this article, we will delve into not only the theoretical aspects of decision-making but also practical strategies for refining this critical skill. We’ll explore common questions about decision-making that might arise in interviews, negotiations, or leadership scenarios and provide insights on how to articulate your approach to arriving at sound conclusions.

Common Decision Making Interview Questions

1. how do you prioritize tasks when faced with multiple urgent decisions.

In roles where urgency is commonplace, effective decision-making under pressure is a hallmark of professionalism. When faced with simultaneous high-priority tasks, the ability to discern which task holds the greatest significance to the organization’s goals, resources, and timelines is crucial. This question delves into a candidate’s critical thinking, time management, and strategic planning abilities. It’s not simply about choosing which task to address first, but also about understanding the potential impact of each decision on the team, the project, and the company at large.

When responding to this question, candidates should outline a clear and logical method for assessing tasks. This might include evaluating deadlines, the tasks’ potential impacts, available resources, and dependencies between tasks. It’s also important to communicate flexibility in re-evaluating priorities as situations change and the ability to delegate effectively. Providing concrete examples from past experiences where prioritization was key can demonstrate competence in navigating such challenges.

Example: “ In prioritizing tasks amidst multiple urgent decisions, I employ a systematic approach that hinges on assessing the impact and immediacy of each task. I begin by evaluating the potential outcomes of decisions, prioritizing those with the most significant consequences or those that could lead to cascading effects if not addressed promptly. This involves considering both the short-term and long-term implications of each task.

Once the impact is assessed, I weigh the urgency by examining deadlines and the necessity of immediate action. I also consider resource availability and whether any tasks are interdependent, which could necessitate a particular sequence of actions. In practice, this methodology has allowed me to effectively navigate situations with competing priorities, such as when I had to choose between addressing a critical system outage or a security vulnerability. By quickly evaluating the broader impact on operations and customer trust, I prioritized the security issue, delegating the system outage to a competent team member, ensuring both issues were resolved efficiently with minimal disruption. This approach reflects a balance of strategic foresight and operational agility, essential for making sound decisions under pressure.”

2. Describe a time when you made a decision with incomplete information.

Navigating conditions of uncertainty and time pressure requires a delicate balance between intuition and analysis. Your ability to act with decisiveness and confidence even when you don’t have all the details at your disposal is of interest to those assessing your fit for a role. This question delves into your problem-solving skills, risk assessment capabilities, and your judgment in prioritizing which information is essential for the decision at hand. It also touches upon your ability to adapt and learn from the outcomes, whether they are positive or negative.

When responding, outline the context succinctly, emphasizing the stakes involved and the information gap. Proceed to describe your thought process, highlighting how you differentiated between what was known and unknown, how you assessed the risks, and what resources or expertise you leaned on to fill the gaps. Conclude with the decision made, the action taken, and reflect briefly on the result—focusing on what you learned and how it has informed your approach to making decisions since then.

Example: “ In a situation where a critical product launch was on a tight deadline, I was faced with the decision to proceed without complete data on potential market reactions. The stakes were high as a delay could result in significant financial loss and a missed opportunity to establish market leadership. I distinguished between known factors, such as our product’s capabilities and existing customer demand, and unknowns, primarily competitor responses and precise customer adoption rates.

I conducted a swift risk assessment, considering the worst-case scenarios of proceeding versus waiting for more information. To mitigate the risks, I consulted with the product development and marketing teams to gather their expert judgments and utilized historical data to inform our projections. Based on this, I decided to go ahead with the launch, implementing a flexible marketing strategy that could be adjusted in real-time as new information became available.

The launch was successful, capturing a substantial market share despite initial uncertainties. This experience reinforced the importance of adaptive decision-making and has since guided my approach to balance risk with opportunity in situations with incomplete information.”

3. What strategies do you employ to mitigate risks in decision-making?

Mitigating risks is a fundamental skill that showcases your foresight, analytical abilities, and problem-solving acumen, especially in a professional context. This question delves into your approach to uncertainty and your capacity for balancing potential benefits against potential drawbacks. It also reveals your propensity for due diligence and your competency in predicting outcomes and preparing contingency plans. This is crucial in a work environment, as decisions often carry significant weight and can impact the company’s direction, finances, and team morale.

In responding, articulate a structured approach: begin with identifying potential risks through thorough analysis and research. Follow this with detailing how you prioritize these risks based on their likelihood and potential impact. Next, explain how you develop strategies to avoid, minimize, or transfer these risks, which might include creating detailed plans, seeking expert advice, or implementing safeguards. Finally, emphasize the importance of monitoring outcomes and adjusting your strategies as necessary, showing your adaptability and commitment to continuous improvement.

Example: “ In mitigating risks during decision-making, my approach begins with a comprehensive analysis to identify potential risks, utilizing both quantitative and qualitative data. This enables a clear understanding of the variables at play and the potential challenges that could arise. I then prioritize these risks based on a matrix of likelihood and impact, which helps to focus attention and resources on the most significant threats.

Once risks are identified and prioritized, I develop strategies to manage them effectively. This could involve a range of tactics such as diversification, establishing contingency plans, or seeking insurance where appropriate. I also consider the value of consulting with experts to gain insights that might not be immediately apparent from internal analysis. Throughout the decision-making process, I ensure that there are clear lines of communication and that all stakeholders are informed and prepared for possible risk scenarios.

Monitoring the outcomes of decisions is crucial, as it allows for the identification of any early signs of risk manifestation. This vigilance ensures that I can respond swiftly to mitigate impacts. I maintain a dynamic approach, ready to adjust strategies in response to new information or changes in the external environment, thereby ensuring resilience and the capacity for continuous improvement in decision-making processes.”

4. In what way do you balance data analysis and intuition in your decision process?

Striking an optimal balance between empirical evidence and gut feeling is a complex interplay in any professional context—a harmony of hard facts and soft instincts. This question is designed to discern whether candidates can leverage quantitative data to inform their choices while also acknowledging the irreplaceable value of human intuition that often draws from experience and unquantifiable factors. It also reveals a candidate’s decision-making style, their approach to risk management, and their ability to adapt in situations where complete data may not be available.

When responding, candidates should articulate their process for gathering and analyzing relevant data, demonstrating an understanding of its critical role in making informed decisions. Furthermore, they should share experiences where their intuition guided them to a conclusion not immediately obvious from the data alone. This conveys a well-rounded decision-making capability that values both the reliability of data and the agility of instinctual judgment. It’s important to provide specific examples to show the interviewer how this balance has been effective in past scenarios, illustrating the candidate’s depth of thought and maturity in decision-making.

Example: “ In balancing data analysis with intuition, I employ a rigorous approach to gather and scrutinize data, ensuring that my decisions are grounded in empirical evidence. I analyze trends, patterns, and statistical metrics to construct a solid informational foundation. However, I recognize that data can sometimes be incomplete or lagging behind real-time events. In such instances, I leverage my intuition, which is honed by years of experience and a deep understanding of the context in which I’m operating.

For example, in a situation where market data indicated steady conditions, but I perceived subtle shifts in consumer behavior and competitor activity, I trusted my intuition to probe deeper. This led to a preemptive strategy adjustment that capitalized on an emerging opportunity, ultimately resulting in a successful outcome. This experience reinforced my belief in the synergy of data and intuition, where data provides the groundwork for decision-making, and intuition offers the strategic finesse to navigate complexities not yet captured in the numbers.”

5. Share an example of a high-stakes decision you’ve made. What was the outcome?

The litmus test for an individual’s judgment, risk assessment, and ability to remain composed under pressure comes with high-stakes decisions. Such decisions often involve significant consequences and can affect the trajectory of a project, team, or entire organization. They require a careful balance of intuition, data analysis, and consultation with stakeholders. The outcome of these decisions not only reveals the immediate impact on the task at hand but also provides a window into the decision-maker’s strategic thinking, resilience, and adaptability when faced with the unpredictable aftershocks of their choices.

When responding to this question, it’s crucial to select an example that showcases your ability to handle responsibility and navigate complex situations. Outline the context and the stakes involved, articulate the options you considered, and explain the rationale behind your ultimate decision. Be transparent about the results—whether successful or not—as the lessons learned are often as valuable as the decision itself. Demonstrating reflective thought and the capacity to learn from the experience will underscore your maturity as a decision-maker.

Example: “ In a previous project, I faced a high-stakes decision when a critical product feature failed to meet its performance benchmarks just weeks before launch. The stakes were significant, as any delay would not only impact our market position but also our financial forecasts and customer trust. I had to decide between delaying the launch to perfect the feature or proceeding with a workaround that would temporarily satisfy functionality but potentially compromise the user experience.

After a thorough risk assessment and consultation with the technical and customer service teams, I decided to delay the launch. This choice was based on long-term strategic thinking; preserving brand integrity and customer trust was paramount. I also initiated a transparent communication strategy with our stakeholders, explaining the reasons for the delay and outlining our action plan.

The outcome was a mixed bag initially, with some short-term revenue loss and market disappointment. However, the decision ultimately paid off. The feature was perfected, the product launched successfully, and the customer feedback was overwhelmingly positive. The experience reinforced the importance of prioritizing long-term value over short-term gains and the value of clear communication during crisis management.”

6. When have you had to make a controversial decision, and how did you handle the fallout?

Navigating through choices that elicit strong reactions and differing opinions from various stakeholders is a part of decision making. The ability to make a controversial decision showcases a person’s leadership qualities, resilience, and ethical compass. The question aims to understand how a candidate deals with the consequences of their decisions, including managing backlash, maintaining professional relationships, and preserving the integrity of the decision-making process.

In responding, outline the situation that led to the controversial decision, emphasizing the analysis and the thought process behind your choice. Then, describe the steps you took to handle the fallout—this could include clear communication, seeking feedback, and taking remedial actions if necessary. Highlight your commitment to transparency, your skills in conflict resolution, and your capacity for empathy, showing that you can lead decisively while considering the implications of your decisions on all parties involved.

Example: “ In a previous situation, I faced the challenge of implementing a new policy that significantly altered the existing workflow, which was met with resistance from a segment of the team. The decision was based on extensive data analysis indicating that the change would substantially increase efficiency and reduce long-term costs. However, I was acutely aware of the discomfort it would cause in the short term.

To manage the fallout, I initiated a series of open forums and one-on-one discussions to address concerns transparently, providing a platform for dialogue and expressing empathy for the disruption. I also set up a feedback loop, allowing for adjustments to the implementation plan based on constructive input. This approach not only mitigated the immediate tension but also fostered a sense of ownership among the team, leading to a more cohesive adoption of the new policy. My commitment to maintaining open channels of communication and readiness to adapt strategies as necessary helped to navigate the company through the transition period with minimal disruption to morale and productivity.”

7. Outline your approach to making ethical decisions under pressure.

The process of making ethical decisions, especially under pressure, reveals much about a person’s moral compass and problem-solving skills. Ethical dilemmas often have no clear right or wrong answers, and the choices made can have far-reaching implications for the company, its employees, and its stakeholders. The line of questioning delves into your thought process, revealing how you balance practical business considerations with ethical standards, and whether you can remain composed and principled when faced with tough choices.

To respond effectively, articulate a clear and structured approach: start by describing how you gather all relevant information and viewpoints to fully understand the situation. Explain how you weigh the potential outcomes against your own values and the company’s ethical guidelines. Emphasize the importance of considering the impact on all stakeholders involved. Illustrate your answer with a concise example from your past that demonstrates your ability to remain calm and make a principled decision under pressure. Convey confidence in your ethical judgement, but also show willingness to seek guidance from mentors or colleagues when necessary.

Example: “ My approach to making ethical decisions under pressure begins with quickly gathering all pertinent information and perspectives to ensure a comprehensive understanding of the situation. I prioritize transparency and open communication to obtain insights from all relevant stakeholders. This allows me to consider the broader implications of the decision, ensuring that it aligns with both my personal values and the organization’s ethical standards.

In one instance, I was faced with a time-sensitive decision that posed a potential conflict of interest. Despite the pressure to expedite a resolution, I maintained a methodical approach, evaluating the long-term consequences against short-term gains. I consulted the company’s code of conduct, reflected on the potential impact on all parties involved, and sought advice from an impartial senior colleague. This process led to a decision that upheld the company’s integrity without compromising on our commitments. My ability to remain composed and adhere to ethical principles under pressure not only resolved the issue effectively but also reinforced the trust and respect of my peers and superiors.”

8. Can you recall a situation where you had to reverse a decision? Why did you do so?

Adaptability and the willingness to reassess and adjust when new information comes to light are key aspects of decision-making. Being able to reverse a decision shows humility, flexibility, and the understanding that the best leaders prioritize the outcome over their ego. This question digs into a candidate’s ability to pivot when necessary, and it also reveals their process for critical thinking, problem-solving, and how they handle the consequences of their choices.

When responding to this question, outline the situation that led to the initial decision and then explain what changed: new data, feedback, or circumstances that prompted a reevaluation. Focus on the thought process and criteria used to make both the original and the revised decisions. Share the communication strategies you employed to explain the change to stakeholders, and reflect on what you learned from the experience. Highlight your resilience and commitment to achieving the best results, rather than just sticking to a possibly flawed plan.

Example: “ Certainly. In one instance, a decision was made to streamline operations by consolidating two departments. The initial analysis suggested significant cost savings without a loss in productivity. However, as the implementation progressed, new data emerged indicating a substantial negative impact on employee morale and unforeseen workflow disruptions that were not initially apparent.

Recognizing these issues, I convened a meeting with key stakeholders to review the new information. It became clear that while the original decision was made with the best intentions, the real-world implications necessitated a reassessment. After a thorough review, it was decided to reverse the consolidation and instead focus on targeted process improvements within the existing departmental structure.

This experience underscored the importance of agility in decision-making and the need to remain open to new information. I communicated the change in course to all involved, ensuring transparency and understanding of the rationale behind the revised decision. The key takeaway was the value of adaptability and the importance of continuous monitoring and evaluation of decisions against their intended outcomes.”

9. What is your method for evaluating the long-term implications of your decisions?

Foreseeing the long-term outcomes of one’s decisions is a vital trait for any professional, especially those in roles where choices can have far-reaching impacts on the team, company, or wider community. This question delves into whether a candidate possesses strategic thinking and can balance immediate needs with future consequences. It also touches on the individual’s capacity to analyze various factors and potential risks, indicating their aptitude for critical thinking and planning.

When responding, candidates should articulate a clear and structured approach to decision-making. This might involve outlining steps such as defining objectives, gathering and analyzing data, considering alternatives, consulting with stakeholders, assessing risks, and weighing the pros and cons. It’s important to exemplify this process with a concrete example from past experience, demonstrating how the method was applied and what the long-term results were, thereby confirming the effectiveness of their decision-making strategy.

Example: “ In evaluating the long-term implications of my decisions, I employ a strategic approach that integrates both quantitative and qualitative analysis. Initially, I define clear objectives to ensure alignment with overarching goals. I then gather relevant data and conduct a thorough analysis, which includes financial modeling, scenario planning, and risk assessment to quantify potential outcomes. Qualitatively, I consider the broader impact on stakeholders, company culture, and market trends. This dual-lens approach ensures a holistic view of possible long-term scenarios.

For example, when faced with a significant investment decision, I developed a comprehensive model projecting the financial return over a 10-year horizon. I incorporated sensitivity analysis to understand the impact of variable changes on our long-term financial health. Concurrently, I engaged with key stakeholders to gauge the investment’s potential effects on our brand and customer relationships. This process culminated in a decision that not only achieved a robust financial return but also enhanced our market position and stakeholder trust, demonstrating the efficacy of a well-rounded, forward-looking decision-making strategy.”

10. Illustrate a scenario where you utilized consensus-building in decision-making.

Consensus-building is a method that seeks to find common ground and shared understanding, leading to decisions that are broadly supported by all stakeholders. This question allows the interviewer to assess the candidate’s ability to navigate differing opinions, foster an inclusive dialogue, and ultimately guide a group towards a unified outcome. It demonstrates the candidate’s leadership in fostering teamwork, their diplomatic skills in managing conflict, and their strategic approach to achieving buy-in from various parties.

When responding to this question, outline a specific situation where you faced a decision that required input from multiple individuals or departments. Detail the steps you took to bring everyone to the table, how you facilitated the discussion to ensure all voices were heard, and the techniques you utilized to negotiate and compromise where necessary. Highlight the outcome and reflect on any lessons learned from the experience that have informed your approach to decision-making going forward.

Example: “ In a scenario involving the integration of two distinct technology platforms after a company merger, consensus-building was crucial to harmonize divergent views from both IT departments. Recognizing the complexities, I initiated a series of workshops with key stakeholders from each team to map out the integration process. By employing active listening and acknowledging the concerns of each party, I facilitated a collaborative environment where each voice could contribute to shaping the solution.

Through these discussions, I utilized a decision-making matrix to prioritize features and identify potential trade-offs, ensuring transparency in how decisions were made. This approach helped to foster mutual understanding and respect among the teams. The outcome was a well-orchestrated integration plan that balanced technical feasibility with business needs, leading to a successful merger with minimal disruption. The experience reinforced the value of inclusive dialogue and structured negotiation in achieving a collective agreement that aligns with strategic objectives.”

11. Tell us about a time when you had to decide without team consensus.

Leadership often involves making decisions in isolation, revealing how an individual handles responsibility, pressure, and the potential fallout of their choices. When a team cannot reach a consensus, it often falls to one person to make the final call, which can significantly impact the team’s dynamics, project outcomes, and individual morale. This question ascertains if a candidate can balance decisiveness with empathy, exercise judgment under uncertainty, and ultimately stand by their decisions while still valuing team input and maintaining cohesion.

When crafting your response, focus on the process you used to weigh the different options and the rationale behind your decision. Highlight your ability to consider the risks and benefits, consult relevant data or expertise when possible, and communicate your decision transparently to the team. Emphasize how you managed any resulting impact on the team and what you learned from the experience that has since informed your approach to leadership and decision-making.

Example: “ In a previous situation, I faced a critical decision that required immediate action where team consensus was not feasible due to time constraints. After gathering all available data, I performed a swift cost-benefit analysis, considering the potential impacts on various stakeholders and the alignment with our strategic objectives. I also consulted briefly with key team members who had expertise relevant to the issue at hand to ensure that I wasn’t overlooking critical information.

Making the decision, I took responsibility for the potential risks, while also setting up a contingency plan to mitigate any negative consequences. Once the decision was made, I communicated it clearly to the team, providing my rationale and encouraging open dialogue to address any concerns. This approach not only resolved the immediate challenge but also reinforced a culture of transparency and accountability. The decision ultimately proved successful, and the experience highlighted the importance of decisiveness, informed risk-taking, and clear communication in leadership. It also underscored the value of fostering a team environment where members feel their expertise is respected and utilized, even when consensus is not possible.”

12. Describe how you assess different options before arriving at a decision.

Quizzed about your decision-making process, it reveals how you prioritize, analyze data, and consider the impact of your choices. It also shows whether you’re the kind of person who makes informed decisions or if you tend to shoot from the hip. The interviewer is looking for evidence of a methodical approach that ensures risks and benefits are weighed, and that you’re not paralyzed by indecision when faced with multiple pathways.

When responding, outline a clear, structured thought process. Begin by mentioning that you identify the key objectives and criteria for a successful outcome. Then, explain how you gather relevant information and options, followed by evaluating these options against the set criteria. Highlight the importance of seeking diverse perspectives if the decision is complex, and how you use this input to inform your final choice. Conclude by discussing how you implement the decision and the methods you use to evaluate its effectiveness afterwards.

Example: “ In assessing different options before arriving at a decision, I start by clearly defining the objectives and success criteria, ensuring they align with the strategic goals. This sets a framework for evaluating the options. I then systematically gather relevant data and potential solutions, employing both quantitative analysis and qualitative insights. This dual approach allows for a comprehensive understanding of the potential impact of each option.

Once the data is compiled, I apply a weighted decision matrix, scoring each option against the predefined criteria. This method quantifies the decision-making process, making it more objective. For complex decisions, I also seek diverse perspectives to challenge assumptions and uncover any biases, integrating this feedback into the matrix. After selecting the most viable option, I devise an implementation plan with key performance indicators to monitor the decision’s effectiveness, ensuring that it delivers the intended outcomes and adjusting the course of action as necessary based on the feedback and results.”

13. How do you ensure fairness when making decisions that affect team members?

In leadership roles, fair decision-making directly impacts team morale, trust, and performance. A leader must balance individual needs with collective goals, often under the scrutiny of those affected. The question delves into the candidate’s ability to employ objectivity, empathy, and ethical considerations, ensuring each team member feels valued and respected. It also reveals the candidate’s understanding of the impact their decisions can have on the team’s dynamics and overall success.

To respond, a candidate should outline a clear decision-making process that includes gathering relevant information, considering the implications for all stakeholders, and communicating transparently with the team. They might also discuss the use of established criteria or frameworks to guide their choices, the importance of consulting with diverse perspectives to avoid bias, and how they follow up on decisions to address any concerns and ensure equitable outcomes.

Example: “ When ensuring fairness in decision-making, I adopt a structured approach that starts with comprehensive information gathering to understand the full scope of the situation and its potential impact on all team members. I leverage objective data and consult with key stakeholders to gain diverse insights, which helps mitigate personal biases and blind spots. By integrating these perspectives, I develop a well-rounded view that informs the decision-making process.

I then apply consistent criteria or frameworks that align with organizational values and goals to evaluate options, ensuring each team member is subject to the same considerations. Transparency is crucial throughout this process; I communicate the rationale behind decisions openly, providing a clear explanation of how and why certain conclusions were reached. This not only fosters trust but also invites feedback, allowing for any oversights to be addressed promptly. Post-decision, I monitor the outcomes closely, ready to make adjustments if the effects reveal any unintended disparities, thereby maintaining an equitable environment.”

14. What measures do you take to stay informed and prepared for critical decision-making?

Transcending job titles and industries, decision-making is the ability to choose a direction based on available information and desired outcomes. Consistently sound decisions can lead to success, while poor decisions might spell disaster. This question assesses whether a candidate has a systematic approach to gathering and analyzing information, how they prioritize tasks, and if they have the foresight to anticipate consequences and plan accordingly. The subtext is an evaluation of the candidate’s commitment to continuous learning, adaptability, and risk management strategies.

When responding, outline a clear and thoughtful process that includes staying current with industry trends, seeking diverse perspectives, and employing analytical tools or methods. Discuss how you prioritize information relevance and reliability, and how you balance instinct with evidence in your decision-making. It’s beneficial to provide examples that demonstrate your ability to foresee potential challenges and incorporate contingency planning. Show that you’re not just reactive but also proactive in your approach to decision-making.

Example: “ To ensure informed and effective decision-making, I maintain a rigorous regimen of staying abreast with the latest industry trends and research. This involves a disciplined approach to continuous learning, subscribing to leading journals, attending relevant conferences, and participating in professional networks. I also seek out diverse perspectives, engaging with a range of stakeholders and experts to challenge my assumptions and broaden my understanding.

Analytical rigor is central to my decision-making process. I leverage advanced analytical tools and methodologies to dissect complex data, ensuring decisions are grounded in solid evidence. This analytical framework is complemented by a cultivated intuition, allowing me to balance data-driven insights with experiential knowledge. I prioritize the relevance and reliability of information, critically evaluating sources to avoid the pitfalls of misinformation.

Proactivity is key, and I engage in scenario planning to anticipate potential challenges and devise contingency strategies. This forward-looking approach enables me to not only react to emerging situations but also to shape outcomes proactively. By integrating foresight with a systematic evaluation of options, I ensure that my decisions are both strategic and adaptable to changing circumstances.”

15. Provide an instance where you used customer feedback to guide a strategic decision.

Leveraging customer feedback is a hallmark of customer-centric business practices. It demonstrates an ability to listen, adapt, and innovate based on the real-world experiences and needs of the customer base. This question determines if a candidate is not just open to feedback but can also translate it into actionable strategies that drive business success. It reflects on a candidate’s critical thinking, problem-solving capabilities, and willingness to embrace the perspectives of those who ultimately determine the value of a product or service.

When responding, recount a specific situation where customer feedback highlighted a need or an opportunity for improvement. Detail how you analyzed the feedback, decided on a course of action, and the steps you took to implement the decision. Emphasize the outcomes, such as improved customer satisfaction, increased sales, or enhanced product features. Be clear about the impact of your decision on the business, showing that you can make data-driven decisions that align with customer needs and company goals.

Example: “ In one instance, customer feedback indicated a growing dissatisfaction with the turnaround time of our service delivery. Analyzing the feedback, it became clear that the issue was not only affecting customer satisfaction but also had the potential to impact customer retention and lifetime value. To address this, I led a cross-functional team to streamline our service delivery process, incorporating lean methodologies to reduce waste and improve efficiency.

The decision to revamp our service delivery was data-driven, leveraging both quantitative metrics from customer surveys and qualitative insights from direct customer comments. Post-implementation, we saw a 30% reduction in delivery time, which directly correlated with a 15% increase in customer satisfaction scores and a noticeable uptick in repeat business. This strategic decision underscored the importance of listening to customer feedback and demonstrated how it can be a catalyst for impactful change that drives business success.”

16. How do you differentiate between a good and a great decision?

Balancing data, intuition, and potential outcomes, often under pressure, is an art of decision making. The distinction between a good and a great decision hinges on the degree to which the decision maximizes benefits, minimizes risks, and aligns with long-term strategic goals. A great decision is often marked by its enduring positive impact, the innovation it spurs, and the efficiency it brings to processes or outcomes. It’s also characterized by the decision-maker’s willingness to take calculated risks and consider the broader implications of their choices.

When responding to this question, a candidate should articulate their decision-making process, emphasizing how they evaluate options not just for immediate gains, but for their potential to drive exceptional results. A strong response would include examples where the candidate identified and leveraged opportunities that others may have overlooked, and how they measured the success of their decisions over time. It’s also beneficial to discuss how you stay open to feedback and learning, which can transform a good decision into a great one as you refine your approach based on results and new information.

Example: “ A good decision effectively addresses the problem at hand and meets the immediate objectives, often based on sound analysis and reliable data. However, a great decision goes further; it anticipates future scenarios and incorporates a strategic perspective that aligns with long-term goals. It’s the product of not only rigorous analysis but also creative thinking that identifies leverage points in a system that can produce outsized benefits.

In differentiating between the two, I assess the potential impact of the decision on various stakeholders, the scalability of the outcome, and the adaptability of the chosen path in the face of unforeseen events. A great decision is marked by its robustness and the way it positions an organization to capitalize on future opportunities while mitigating risks. It’s often characterized by a willingness to challenge assumptions and incorporate diverse perspectives, leading to innovative solutions that deliver sustained value. Post-decision, I measure success against both the immediate results and the progress towards strategic objectives, continuously learning and adjusting the approach to enhance decision quality over time.”

17. Detail an occasion when you had to adapt your decision-making style to the context.

Flexibility and awareness of the need to shift gears in your decision-making process are crucial, as not all situations demand the same approach. This question delves into your ability to read a situation, understand the dynamics at play, and adapt your style to meet the needs of the moment, whether that involves delegating, consensus-building, or making an executive call. It also sheds light on your ability to navigate through quick, decisive action or a more collaborative and inclusive approach.

When responding, illustrate with a specific example that highlights your adaptability in decision-making. Begin by setting the scene to provide context, then describe the original decision-making approach you intended to use. Next, explain the factors that led you to change your approach, detailing how you adapted and what the outcome was. Emphasize the thought process behind the adaptation and the results that followed, showcasing your ability to pivot effectively when necessary.

Example: “ On one occasion, I was leading a project that required a consensus-driven decision-making approach due to the diverse perspectives within the team. Initially, I planned to facilitate a democratic process, ensuring each team member had equal input. However, as the project progressed, it became clear that the team was becoming mired in analysis paralysis, with the democratic approach leading to lengthy discussions without reaching a conclusion.

Recognizing the need to adapt, I shifted to a more directive decision-making style. I synthesized the information gathered from the team discussions, identified the core objectives, and proposed a clear direction based on the collective input and strategic goals. This approach accelerated the decision-making process and led to a successful project outcome. The team was able to move forward with a sense of clarity and purpose, and the project was completed on time and within budget. This experience underscored the importance of being flexible with decision-making styles to align with the needs of the situation and drive effective outcomes.”

18. Elaborate on a complex problem you solved through systematic decision-making.

Analyzing situations, anticipating outcomes, and making choices that align with both immediate needs and long-term objectives are facets of a multifaceted decision-making skill. When faced with a complex problem, the capacity to approach it systematically demonstrates critical thinking, resourcefulness, and a structured thought process. This question is an invitation to showcase analytical prowess and the ability to remain composed and focused under pressure, while also highlighting the potential for leadership and innovation.

When responding, outline the problem clearly, emphasizing its complexity and the stakes involved. Walk the interviewer through your systematic approach: how you gathered information, identified key factors, weighed options, and the criteria you used to evaluate potential solutions. Discuss the steps you took, any obstacles you encountered, and how you overcame them. Conclude by explaining the outcome, what you learned from the experience, and how it has influenced your approach to problem-solving since. It’s essential to be specific and use a real-life example to illustrate your decision-making process in action.

Example: “ In a previous project, I was faced with the challenge of optimizing the supply chain for a multi-national product launch, which was critical to meeting our market penetration goals. The complexity lay in balancing cost, speed, and reliability across various transportation modes and international borders, while also considering the impact of potential supply chain disruptions.

To address this, I first conducted a thorough analysis of the existing supply chain, identifying bottlenecks and potential risks. I then engaged with key stakeholders, including suppliers, logistics providers, and customs officials, to gather insights and explore alternative solutions. Utilizing decision analysis tools, I modeled various scenarios, taking into account factors such as lead times, cost implications, and the probability of delays or disruptions. Each potential solution was evaluated against a set of criteria, including financial impact, implementation timeline, and risk profile.

The chosen solution involved a mix of air and sea freight, coupled with strategic stock positioning to buffer against unforeseen delays. This approach required upfront investment but ultimately resulted in a 15% reduction in lead times and a significant increase in on-time deliveries, which bolstered the product launch. The experience honed my ability to dissect complex problems and reinforced the importance of a structured, data-driven approach to decision-making. It also underscored the value of stakeholder engagement in devising effective solutions that align with broader business objectives.”

19. Recall a moment when you trusted a team member’s judgment over your own. Why?

Recognizing and valuing the expertise and perspective of others, even when it conflicts with your own, is a fundamental element for successful collaboration and leadership. This question touches on humility and the willingness to put the team’s objectives above personal ego. It demonstrates that you don’t cling to authority but are open to the best ideas, regardless of their source, which is a trait of a mature and effective decision-maker.

When responding, share a specific example that illustrates your ability to trust a colleague’s insight. Highlight the situation, the differing opinions, and the reason you chose to go with your teammate’s judgment. Emphasize the outcome of that decision and what you learned from the experience. It’s important to convey that your decision was not just about deferring to another person but about actively recognizing that their expertise provided the best path forward for the team’s success.

Example: “ In a project where we were tasked with optimizing the workflow for a manufacturing process, I had initially proposed a solution based on my analysis of the data and previous experiences. However, a team member, who had recently joined from a competitor and had direct experience with a similar challenge, suggested an alternative approach that was contrary to my initial plan. She presented a compelling case, backed by recent data and a successful case study from her previous employment.

After a thorough review of her proposal and a critical discussion, it became clear that her insight into the specific technology and processes involved was more up-to-date and relevant than my own. Her judgment indicated a higher probability of improving efficiency by 15% more than my proposal. Trusting her judgment, we implemented her strategy, which resulted in not only meeting our efficiency improvement targets but also reducing the implementation time by two weeks.

This experience reinforced the importance of leveraging diverse expertise within a team and remaining open to new information, even when it challenges your own views. It was a reminder that effective decision-making often requires the humility to acknowledge the limits of one’s knowledge and the wisdom to trust the specialized expertise of others for the collective success of the team.”

20. How do you maintain decisiveness during times of organizational change or uncertainty?

Navigating organizational change and uncertainty tests the mettle of decision-makers, revealing their capacity to maintain decisiveness amidst such flux. This is a litmus test for leadership, as it demonstrates resilience, adaptability, and a forward-thinking mindset. It also signals to employers the candidate’s potential for steadying the ship when waters get rough, a quality invaluable in dynamic business environments where the only constant is change. Employers are looking for individuals who can cut through the noise, make informed choices promptly, and stand by them—thereby fostering a sense of stability and direction for the team.

When responding to this question, candidates should articulate their approach to staying informed and grounded, even when information is imperfect or incomplete. They might describe how they prioritize tasks and responsibilities to ensure key decisions are not delayed, how they consult with a diverse range of stakeholders to gather different perspectives, or how they rely on past experiences and proven strategies to guide them. It’s also important to convey an openness to revisiting and adjusting decisions as new information becomes available, reflecting a balance between decisiveness and flexibility.

Example: “ In times of organizational change or uncertainty, maintaining decisiveness hinges on a robust framework for decision-making that accommodates new information and rapidly changing circumstances. I prioritize critical decisions by assessing their impact on the organization’s strategic objectives and stakeholder interests. This involves a systematic evaluation of available data, potential risks, and benefits, and considering the urgency of the decision.

I also engage with a diverse set of stakeholders to gather insights, which helps in constructing a well-rounded view of the situation. This stakeholder engagement is not limited to collecting varied perspectives but also involves transparent communication about the decision-making process and its potential outcomes. By doing so, it fosters a culture of trust and collaboration, which is crucial during times of flux. Moreover, I leverage past experiences and established best practices as a compass, but remain adaptable, ready to pivot strategies as new information emerges. This blend of structured analysis, inclusive dialogue, and adaptability ensures that decisiveness is both informed and resilient, effectively navigating the organization through uncertainty.”

Top 20 Growth Mindset Interview Questions & Answers

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Team Building Exercises – Problem Solving and Decision Making

Fun ways to turn problems into opportunities.

By the Mind Tools Content Team

Whether there's a complex project looming or your team members just want to get better at dealing with day-to-day issues, your people can achieve much more when they solve problems and make decisions together.

By developing their problem-solving skills, you can improve their ability to get to the bottom of complex situations. And by refining their decision-making skills, you can help them work together maturely, use different thinking styles, and commit collectively to decisions.

In this article, we'll look at three team-building exercises that you can use to improve problem solving and decision making in a new or established team.

Exercises to Build Decision-Making and Problem-Solving Skills

Use the following exercises to help your team members solve problems and make decisions together more effectively.

Exercise 1: Lost at Sea*

In this activity, participants must pretend that they've been shipwrecked and are stranded in a lifeboat. Each team has a box of matches, and a number of items that they've salvaged from the sinking ship. Members must agree which items are most important for their survival.

Download and print our team-building exercises worksheet to help you with this exercise.

This activity builds problem-solving skills as team members analyze information, negotiate and cooperate with one another. It also encourages them to listen and to think about the way they make decisions.

What You'll Need

• Up to five people in each group.
• A large, private room.
• A "lost at sea" ranking chart for each team member. This should comprise six columns. The first simply lists each item (see below). The second is empty so that each team member can rank the items. The third is for group rankings. The fourth is for the "correct" rankings, which are revealed at the end of the exercise. And the fifth and sixth are for the team to enter the difference between their individual and correct score, and the team and correct rankings, respectively.
• The items to be ranked are: a mosquito net, a can of petrol, a water container, a shaving mirror, a sextant, emergency rations, a sea chart, a floating seat or cushion, a rope, some chocolate bars, a waterproof sheet, a fishing rod, shark repellent, a bottle of rum, and a VHF radio. These can be listed in the ranking chart or displayed on a whiteboard, or both.
• The experience can be made more fun by having some lost-at-sea props in the room.

Flexible, but normally between 25 and 40 minutes.

Instructions

• Divide participants into their teams, and provide everyone with a ranking sheet.
• Ask team members to take 10 minutes on their own to rank the items in order of importance. They should do this in the second column of their sheet.
• Give the teams a further 10 minutes to confer and decide on their group rankings. Once agreed, they should list them in the third column of their sheets.
• Ask each group to compare their individual rankings with their collective ones, and consider why any scores differ. Did anyone change their mind about their own rankings during the team discussions? How much were people influenced by the group conversation?
• Now read out the "correct" order, collated by the experts at the US Coast Guard (from most to least important): - Shaving mirror. (One of your most powerful tools, because you can use it to signal your location by reflecting the sun.) - Can of petrol. (Again, potentially vital for signaling as petrol floats on water and can be lit by your matches.) - Water container. (Essential for collecting water to restore your lost fluids.) -Emergency rations. (Valuable for basic food intake.) - Plastic sheet. (Could be used for shelter, or to collect rainwater.) -Chocolate bars. (A handy food supply.) - Fishing rod. (Potentially useful, but there is no guarantee that you're able to catch fish. Could also feasibly double as a tent pole.) - Rope. (Handy for tying equipment together, but not necessarily vital for survival.) - Floating seat or cushion. (Useful as a life preserver.) - Shark repellent. (Potentially important when in the water.) - Bottle of rum. (Could be useful as an antiseptic for treating injuries, but will only dehydrate you if you drink it.) - Radio. (Chances are that you're out of range of any signal, anyway.) - Sea chart. (Worthless without navigational equipment.) - Mosquito net. (Assuming that you've been shipwrecked in the Atlantic, where there are no mosquitoes, this is pretty much useless.) - Sextant. (Impractical without relevant tables or a chronometer.)

Advice for the Facilitator

The ideal scenario is for teams to arrive at a consensus decision where everyone's opinion is heard. However, that doesn't always happen naturally: assertive people tend to get the most attention. Less forthright team members can often feel intimidated and don't always speak up, particularly when their ideas are different from the popular view. Where discussions are one-sided, draw quieter people in so that everyone is involved, but explain why you're doing this, so that people learn from it.

You can use the Stepladder Technique when team discussion is unbalanced. Here, ask each team member to think about the problem individually and, one at a time, introduce new ideas to an appointed group leader – without knowing what ideas have already been discussed. After the first two people present their ideas, they discuss them together. Then the leader adds a third person, who presents his or her ideas before hearing the previous input. This cycle of presentation and discussion continues until the whole team has had a chance to voice their opinions.

After everyone has finished the exercise, invite your teams to evaluate the process to draw out their experiences. For example, ask them what the main differences between individual, team and official rankings were, and why. This will provoke discussion about how teams arrive at decisions, which will make people think about the skills they must use in future team scenarios, such as listening , negotiating and decision-making skills, as well as creativity skills for thinking "outside the box."

A common issue that arises in team decision making is groupthink . This can happen when a group places a desire for mutual harmony above a desire to reach the right decision, which prevents people from fully exploring alternative solutions.

If there are frequent unanimous decisions in any of your exercises, groupthink may be an issue. Suggest that teams investigate new ways to encourage members to discuss their views, or to share them anonymously.

Exercise 2: The Great Egg Drop*

In this classic (though sometimes messy!) game, teams must work together to build a container to protect an egg, which is dropped from a height. Before the egg drop, groups must deliver presentations on their solutions, how they arrived at them, and why they believe they will succeed.

This fun game develops problem-solving and decision-making skills. Team members have to choose the best course of action through negotiation and creative thinking.

• Ideally at least six people in each team.
• Raw eggs – one for each group, plus some reserves in case of accidents!
• Materials for creating the packaging, such as cardboard, tape, elastic bands, plastic bottles, plastic bags, straws, and scissors.
• Aprons to protect clothes, paper towels for cleaning up, and paper table cloths, if necessary.
• Somewhere – ideally outside – that you can drop the eggs from. (If there is nowhere appropriate, you could use a step ladder or equivalent.)
• Around 15 to 30 minutes to create the packages.
• Approximately 15 minutes to prepare a one-minute presentation.
• Enough time for the presentations and feedback (this will depend on the number of teams).
• Time to demonstrate the egg "flight."
• Put people into teams, and ask each to build a package that can protect an egg dropped from a specified height (say, two-and-a-half meters) with the provided materials.
• Each team must agree on a nominated speaker, or speakers, for their presentation.
• Once all teams have presented, they must drop their eggs, assess whether the eggs have survived intact, and discuss what they have learned.

When teams are making their decisions, the more good options they consider, the more effective their final decision is likely to be. Encourage your groups to look at the situation from different angles, so that they make the best decision possible. If people are struggling, get them to brainstorm – this is probably the most popular method of generating ideas within a team.

Ask the teams to explore how they arrived at their decisions, to get them thinking about how to improve this process in the future. You can ask them questions such as:

• Did the groups take a vote, or were members swayed by one dominant individual?
• How did the teams decide to divide up responsibilities? Was it based on people's expertise or experience?
• Did everyone do the job they volunteered for?
• Was there a person who assumed the role of "leader"?
• How did team members create and deliver the presentation, and was this an individual or group effort?

Exercise 3: Create Your Own*

In this exercise, teams must create their own, brand new, problem-solving activity.

This game encourages participants to think about the problem-solving process. It builds skills such as creativity, negotiation and decision making, as well as communication and time management. After the activity, teams should be better equipped to work together, and to think on their feet.

• Ideally four or five people in each team.
• Paper, pens and flip charts.

Around one hour.

• As the participants arrive, you announce that, rather than spending an hour on a problem-solving team-building activity, they must design an original one of their own.
• Divide participants into teams and tell them that they have to create a new problem-solving team-building activity that will work well in their organization. The activity must not be one that they have already participated in or heard of.
• After an hour, each team must present their new activity to everyone else, and outline its key benefits.

There are four basic steps in problem solving : defining the problem, generating solutions, evaluating and selecting solutions, and implementing solutions. Help your team to think creatively at each stage by getting them to consider a wide range of options. If ideas run dry, introduce an alternative brainstorming technique, such as brainwriting . This allows your people to develop one others' ideas, while everyone has an equal chance to contribute.

After the presentations, encourage teams to discuss the different decision-making processes they followed. You might ask them how they communicated and managed their time . Another question could be about how they kept their discussion focused. And to round up, you might ask them whether they would have changed their approach after hearing the other teams' presentations.

Successful decision making and problem solving are at the heart of all effective teams. While teams are ultimately led by their managers, the most effective ones foster these skills at all levels.

The exercises in this article show how you can encourage teams to develop their creative thinking, leadership , and communication skills , while building group cooperation and consensus.

* Original source unknown. Please let us know if you know the original source.

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Problem Solving And Decision Making: 10 Hacks That Managers Love

Understanding problem solving & decision making, why are problem solving and decision making skills essential in the workplace, five techniques for effective problem solving, five techniques for effective decision making, frequently asked questions.

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• Improved efficiency and productivity: Employees with strong problem solving and decision making skills are better equipped to identify and solve issues that may arise in their work. This leads to improved efficiency and productivity as they can complete their work more timely and effectively.
• Improved customer satisfaction: Problem solving and decision making skills also help employees address any concerns or issues customers may have. This leads to enhanced customer satisfaction as customers feel their needs are being addressed and their problems are resolved.
• Effective teamwork: When working in teams, problem solving and decision making skills are essential for effective collaboration . Groups that can effectively identify and solve problems together are more likely to successfully achieve their goals.
• Innovation: Effective problem-solving and decision-making skills are also crucial for driving innovation in the workplace. Employees who think creatively and develop new solutions to problems are more likely to develop innovative ideas to move the business forward.
• Risk management: Problem solving and decision making skills are also crucial for managing risk in the workplace. By identifying potential risks and developing strategies to mitigate them, employees can help minimize the negative impact of risks on the business.

• Brainstorming: Brainstorming is a technique for generating creative ideas and solutions to problems. In a brainstorming session, a group of people share their thoughts and build on each other’s suggestions. The goal is to generate a large number of ideas in a short amount of time. For example, a team of engineers could use brainstorming to develop new ideas for improving the efficiency of a manufacturing process.
• Root Cause Analysis: Root cause analysis is a technique for identifying the underlying cause of a problem. It involves asking “why” questions to uncover the root cause of the problem. Once the root cause is identified, steps can be taken to address it. For example, a hospital could use root cause analysis to investigate why patient falls occur and identify the root cause, such as inadequate staffing or poor lighting.
• SWOT Analysis: SWOT analysis is a technique for evaluating the strengths, weaknesses, opportunities, and threats related to a problem or situation. It involves assessing internal and external factors that could impact the problem and identifying ways to leverage strengths and opportunities while minimizing weaknesses and threats. For example, a small business could use SWOT analysis to evaluate its market position and identify opportunities to expand its product line or improve its marketing.
• Pareto Analysis: Pareto analysis is a technique for identifying the most critical problems to address. It involves ranking problems by impact and frequency and first focusing on the most significant issues. For example, a software development team could use Pareto analysis to prioritize bugs and issues to fix based on their impact on the user experience.
• Decision Matrix Analysis: Decision matrix analysis evaluates alternatives and selects the best course of action. It involves creating a matrix to compare options based on criteria and weighting factors and selecting the option with the highest score. For example, a manager could use decision matrix analysis to evaluate different software vendors based on criteria such as price, features, and support and select the vendor with the best overall score.

• Cost-Benefit Analysis: Cost-benefit analysis is a technique for evaluating the costs and benefits of different options. It involves comparing each option’s expected costs and benefits and selecting the one with the highest net benefit. For example, a company could use cost-benefit analysis to evaluate a new product line’s potential return on investment.
• Decision Trees: Decision trees are a visual representation of the decision-making process. They involve mapping out different options and their potential outcomes and probabilities. This helps to identify the best course of action based on the likelihood of different outcomes. For example, a farmer could use a decision tree to choose crops to plant based on the expected weather patterns.
• SWOT Analysis: SWOT analysis can also be used for decision making. By identifying the strengths, weaknesses, opportunities, and threats of different options, a decision maker can evaluate each option’s potential risks and benefits. For example, a business owner could use SWOT analysis to assess the potential risks and benefits of expanding into a new market.
• Pros and Cons Analysis: Pros and cons analysis lists the advantages and disadvantages of different options. It involves weighing the pros and cons of each option to determine the best course of action. For example, an individual could use a pros and cons analysis to decide whether to take a job offer.
• Six Thinking Hats: The six thinking hats technique is a way to think about a problem from different perspectives. It involves using six different “hats” to consider various aspects of the decision. The hats include white (facts and figures), red (emotions and feelings), black (risks and drawbacks), yellow (benefits and opportunities), green (creativity and new ideas), and blue (overview and control). For example, a team could use the six thinking hats technique to evaluate different options for a marketing campaign.

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Aastha, a passionate industrial psychologist, writer, and counselor, brings her unique expertise to Risely. With specialized knowledge in industrial psychology, Aastha offers a fresh perspective on personal and professional development. Her broad experience as an industrial psychologist enables her to accurately understand and solve problems for managers and leaders with an empathetic approach.

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Problem-Solving Interview Questions And Answers (With Examples)

• How To Answer Tell Me About Yourself?
• Elevator Pitch
• Where Do You See Yourself In 5 Years?
• What Are Your Career Goals?
• When Can You Start?
• How Do You Define Success?
• Describe Your Work Ethic
• Where Are Your Current Duties?
• What Are Your Learning Goals?
• Intrinsic Vs Extrinsic Motivation
• What Is Your Desired Salary?
• What Makes You Unique?
• Why Are You The Best Person For This Job?
• Reasons For Termination
• What Are Your Work Values
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• What Are You Most Proud Of?
• Personal Code Of Ethics
• Problem Solving Interview Questions
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• Tell Me About A Time When You Made A Mistake On The Job
• Tell Me About Gaps In Employment
• What Are You Passionate About
• What Skills Would You Bring To The Job
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• How To Answer Tell Me About A Time You Disagreed With Your Boss
• How To Answer Common Screening Questions

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Summary. Problem-solving questions are used to focus on a candidates past experience with managing conflicts and overcoming obstacles in the workplace. When answering these questions, be sure to make your answer relevant to the position that you are applying to and be honest about your strengths and weaknesses. Be sure to provide examples from previous experiences.

Are you in the process of searching for a new job ? If so, you might be getting ready to meet with a hiring manager or a recruiter for a job interview. And if you’re like the majority of job candidates, this stage of the job search process is probably making you feel a fair bit of trepidation.

And no wonder! The interview is a completely necessary step for any job search, but that doesn’t make it any less nerve-wracking to meet with a prospective employer and answer questions about your personality , skills, and professional background.

Key Takeaways:

Being able to solve problems is a skill that almost all job positions need.

Problem-solving questions assess a candidate’s ability to think on their feet, handle pressure, and find creative solutions to complex problems.

Make sure your answer to a problem-solving question tells a story of you as an effective team player.

What Is a Problem-Solving Interview Question?

How to answer a problem-solving interview question, eight examples of common problem-solving interview questions and answers, interviewing successfully, curveball questions, problem-solving faq.

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A problem-solving interview question is a question that focuses on a candidate’s past experience with managing conflicts and overcoming unexpected obstacles in the workplace.

Problem-solving questions can come up in many different forms. As a general rule, however, they will be aimed at uncovering your ability to handle stress and uncertainty in a wide variety of contexts.

When you’re answering problem-solving interview questions, there are a few important tips to keep in mind:

Make your answers relevant to the position that you’re applying to. Always bear in mind that the fundamental goal of any interview question is to provide a hiring manager with a glimpse inside the mind of a candidate.

By asking you a problem-solving question, your interviewer is trying to understand whether or not you’re the type of person that could be relied upon under pressure or during a crisis. Every role, furthermore, comes with its own particular type of pressure.

Be honest about your strengths ( and weaknesses ). Hiring managers tend to be quite good at reading people. Therefore, if you give them a bogus response, they’re very likely to see through that – and to subsequently consider you to be untrustworthy.

Of course, it can be tempting at the moment to fabricate certain details in your response in the attempt to make yourself seem like a better candidate. But inventing details – however small – tends to backfire .

Tell stories that will portray you as a team player. Hiring managers and employers are always on the lookout for job candidates who will collaborate and communicate well amongst a broader team.

Be sure to provide examples of moments in which you took charge. Leadership skills are another key quality that hiring managers and employers seek out in job candidates. And being presented with a problem-solving question, as it turns out, is the perfect opportunity to demonstrate your own leadership skills.

Now that we understand the basic principles of problem-solving interview questions and how to respond to them, we’re finally ready to break down some real-world examples. So without any further preamble, here are eight examples of common problem-solving interview questions (as well as some examples of how you might answer them):

Can you tell me about a time when you encountered an unexpected challenge in the workplace? How did you go about dealing with it?

Explanation: With this question , your interviewer will be attempting to get a sense of how well you’re able to adapt to unexpected difficulties. The critical thing to remember when you’re answering this question – as we briefly discussed above – is to recall an incident that will be directly relevant to the role and the organization that you’re applying to.

Here’s an example of a high-quality response to this question:

“I remember a particular day at my previous job when an important deadline was pushed up at the very last minute. As the project manager , it was my responsibility to implement the necessary steps that would enable us to meet this new and truncated deadline. “Many of my peers began to hang their heads, resigning themselves to their belief that there was no hope to meet the new deadline. But I’ve always prided myself on my ability to adapt and thrive within a dynamic and quick-paced work environment – and that’s precisely the personal skill set that I channeled on this occasion. In the end, I reorganized my team’s priorities so that we were able to accommodate the new deadline.”

How would you say you typically respond to problems in general, and in the workplace in particular?

Explanation: This question is primarily designed to gauge a candidate’s ability (or lack thereof) to remain cool, calm, and collected under pressure. The ideal response to this question, in other words, will include a brief personal anecdote that illustrates your level-headedness and your ability to make rational, clear decisions during times of uncertainty.

“I would say that one of the primary qualities that sets me apart from the crowd of other candidates is my ability to remain calm and centered when conditions in the workplace become chaotic. “Looking back, I think that I first began to cultivate this ability during my tenure as a product manager working with a major Silicon Valley start-up. That was a particularly stressful period, but it was also quite instructive – I learned a great deal about staying positive, focused, and productive after an unexpected challenge presented itself. “These days, when I’m confronted by an unexpected problem – whether it’s in my personal life or in my professional life – I immediately channel the conflict management skills that I’ve been honing throughout the duration of my career. This helps a great deal, and my skills in this regard are only continuing to improve.”

Can you tell me about a time when you’ve had to settle a workplace dispute between yourself and a manager or colleague?

Explanation: Always keep in mind that one of the fundamental goals of any problem-solving question is to help a hiring manager gain a clearer sense of a candidate’s ability to work with others.

This question, in particular, is designed to give your interviewer a clearer sense of how well you’re able to communicate and compromise with your colleagues. With that in mind, you should be sure to answer this question in a way that will display a willingness to be fair, empathetic, and respectful to your teammates.

“I recall an incident in my last job in which one of my colleagues felt that I had not provided him with adequate resources to enable him to be successful in a particular project. I was acting as team leader for that particular project, and so it was my responsibility to ensure that everyone in my team was equipped for success. Unfortunately, I had to learn through the proverbial grapevine that this particular colleague bore some ill will toward me. I’ve never been one to participate in idle gossip, and so I decided to speak with this person so that we could begin to find a solution and address his grievances. So I crafted an email to him asking him if he would be interested in joining me for coffee the following day. He accepted the invitation, and during our coffee break, we were able to talk at length about the damage that he felt had been done to him. We devised a mutually agreeable solution on the spot. From then on, we had no significant problems between us.”

Are there any steps that you’ll regularly take during the early stages of a new project to ensure that you’ll be able to manage unexpected problems that occur down the road?

Explanation: This question, above all, is designed to test your ability to plan ahead and mitigate risk. These are both essential qualities that employers typically seek out in job candidates, particularly those who are being vetted for a management or leadership role.

When you’re answering this question, it’s important to emphasize your ability to look ahead towards the future and anticipate potential risks. As with the previous examples that we’ve already examined, the best way to communicate this ability is to provide your interviewer with a concrete example from your previous work history.

“I live my life – and I conduct my work – according to a single, incredibly important motto: “Failing to prepare is preparing to fail.” I’m a firm believer, in other words, of the primacy of careful planning. Without it, projects are almost always doomed to fail. “In my previous role as a marketing content writer with a major software company, I strived to apply this motto to my work every single day. “Here’s an example: About a year ago, I was responsible for overseeing and launching a new content strategy aimed at driving up consumer engagement. From the very outset, I understood that that particular project could be run off the rails if we did not take into account a considerable number of factors. “I won’t bore you with all of the nitty-gritty details, but the point is that this was a particularly sensitive project that required diligent and careful risk assessment. “Having realized that, my colleagues and I devised a comprehensive and flexible strategy for managing many risks that we envisioned would be awaiting us down the road. That initial step – looking ahead towards the future and mapping out the terrain of potential hazards – proved to be an essential measure for the success of the project.”

Do you consider your problem-solving capabilities to be above average?

Explanation: Hiring managers are always on the lookout for job candidates that stand out from the crowd. It’s even better when they can find a job candidate who knows that they stand out and who expresses that knowledge by being confident in their abilities.

At the same time, it’s never in a job candidate’s best interests to come across as egotistical or arrogant. When you’re responding to a question like this (that is, a question that’s focused on your ability to assess your own talents), it’s important to do your best to come across as self-assured but not pompous.

“Yes, all things considered, I would say that I have a talent for risk assessment, problem-solving, and risk mitigation. “That said, I can’t claim complete ownership over these abilities. In most cases, my demonstrated success in managing risk and solving problems in the workplace can be attributed at least as much to my team members as it can to me. For me to be able to be a successful problem-solver, it helps to be surrounded by colleagues whom I can trust.”

How would you describe your typical immediate reaction to unexpected challenges? Do you prefer to jump straight into the problem-solving process, or do you more commonly take some time to analyze and assess the problem before you dive in?

Explanation: This question is aimed at gauging your patience levels. This one can be a bit tricky because employers will sometimes prefer different responses – it all depends on the type of position and employer you’re applying for.

If you’re applying for a role in a quick-paced working environment that demands swift action , it will benefit you to describe your problem-solving strategy as unflinching and immediate.

If, on the other hand, the role you’re applying to does not demand such immediate action, it will probably be better to describe yourself as a more removed and relaxed problem solver.

But as always, you should never lie to your employer. Most of us will fall somewhere in the middle of these two types of problem solvers and will thereby have no difficulty painting ourselves honestly as one or the other.

However, if you’re definitely one type or the other, then you should describe yourself as such. This will make it much more likely that you’ll end up in a position that will be maximally rewarding both for you and for your employer.

“In most cases, my response to an unexpected problem will entirely depend on the nature of the problem at hand. If it demands immediate action, then I’ll dive right in without hesitation. “If, however, I determine that it would be more beneficial to take a step back and analyze the nature of the problem before we begin to meddle with it, then that’s exactly what I’ll do. “Generally speaking, I would say that I prefer the latter approach – that is, to take a step back and think things through before I begin to try to find a solution. In my experience, this makes it much easier for everyone involved to arrive at a practical and sustainable solution. “That said, I’m also perfectly capable of jumping straight into a problem if it demands immediate attention.”

Can you tell us about a time in which you had to explain a technically complicated subject to a client or customer? How did you approach that process, and how did it turn out?

Explanation: Strong communication skills are essential in the modern workplace. That means that employers tend to seek out job candidates that communicate well with their colleagues and individuals who have varying professional backgrounds and skill sets, including clients, customers, and third-party professionals.

“I recall an incident from many years ago – while I was working as a software engineer for a prominent robotics company – in which I found myself in the position of having to describe incredibly complex engineering details to a client. “This client had no prior experience in software engineering or artificial intelligence, so I had to relate this esoteric information more or less in layman terms. “Thankfully, I was able to employ some useful metaphors and analogies to communicate the information in a manner that this client could appreciate and understand. We went on to establish a successful collaborative partnership that flourished for four years.”

How would you rate your ability to work and succeed without direct supervision from your managers?

Explanation: Employers always tend to place a high value on job candidates who are self-motivated and can maintain high levels of productivity without constant supervision.

This is especially true now that the COVID-19 pandemic has suddenly made it necessary for so many millions of employers to transition to a remote workforce model. This question is designed to assess a candidate’s ability to stay focused and motivated while working remotely or without supervision.

“I’ve always considered myself – and my resume and references will support this – to be an exceptionally self-motivated individual, even when I’m working from home. “In fact, like many employees, I often find that my productivity levels tend to increase when I’m working remotely. I strive to set a positive example for my colleagues, even when we’re not all working under the same roof.”

Generally speaking, the best strategy for success in interviewing for a new job is doing your research beforehand. That means that you should be intimately familiar with the role, department, and company that you’re applying to before you step into the room (or log on to the Zoom meeting ) on the day of your interview.

When you preemptively take the time to carefully research the organization as a whole – and the responsibilities of the job opportunity in particular – you’ll minimize your chances of being caught off guard by an unexpectedly difficult question .

Still, there is only so much background information that you can uncover about an organization and a role before a job interview. No matter how carefully you prepare and how much background research you conduct, there are very likely going to be curveball questions during your job interview that you can’t predict.

In fact, many employers prefer to ask curveball questions (in addition to more run of the mill job interview questions) because they provide an insightful glimpse into a job candidate’s analytical thinking skills – not just their ability to memorize and recite answers to more common interview questions .

To that end, many hiring managers will ask job candidates to answer one or more problem-solving questions during a typical job interview. In contrast to traditional interview questions (such as: “Why do you think that you would be a good fit for this role?”

Or: “What do you consider to be your greatest professional achievement up to the current moment?”), problem-solving questions are specifically designed to assess a job candidate’s ability to think on their feet, handle real pressure, and find creative solutions to complex problems.

They’re also commonly referred to as analytical skills interview questions because they’re designed to gauge a candidate’s ability to make analytical decisions in real-time.

What are problem-solving skills?

Problem-solving skills include skills like research, communication, and decision making. Problem-solving skills allow for you to identify and solve problems effectively and efficiently. Research skills allow for you to identify the problem.

Communication skills allow for you to collaborate with others to come up with a plan to solve the problem. Decision making skills allow you to choose the right solution to the problem.

Why do interviewers ask problem-solving interview questions?

Interviewers ask problem-solving interview questions to see how candidate will approach and solve difficult situations. Interviewers want to see how you handle stress and uncertainty before hiring you for a position. Problem-solving is an important part of the everyday workday so they need to be sure you are capable of solving problems.

How do you solve a problem effectively?

To solve problems effectively you should first break the problem down and try different approaches. Breaking the problem up into different parts will help you have a better understanding and help you decide what your next step is going to be.

Once you see the different parts of the problem, trying different approaches to solve the problem can help you solve it faster. This will also help you determine the appropriate tools you need to solve the problem.

U.S. Department of Labor – Interview Tips

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Chris Kolmar is a co-founder of Zippia and the editor-in-chief of the Zippia career advice blog. He has hired over 50 people in his career, been hired five times, and wants to help you land your next job. His research has been featured on the New York Times, Thrillist, VOX, The Atlantic, and a host of local news. More recently, he's been quoted on USA Today, BusinessInsider, and CNBC.

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Decision Making and Problem Solving

Last updated on December 10, 2023 by Alex Andrews George

ClearIAS.com is dedicated to providing aspirants with essential tools to successfully navigate the UPSC Civil Services Prelims .

One such tool is the ability to think decisively, which is critical for effectively tackling the CSAT (Civil Services Aptitude Test) Paper .

This blog will delve into the importance of decision-making and problem-solving skills, further illuminated through Multiple Choice Questions (MCQs) examples with detailed solutions.

Table of Contents

Importance of Decision Making & Problem Solving

Decision making and problem-solving are pivotal skills tested in the CSAT paper . As future civil servants, aspirants need to develop these skills to address complex, multifaceted problems efficiently and ethically.

1. Decision Making

Decision making is the process of making choices by evaluating alternatives. It requires analytical and critical thinking skills, alongside an understanding of the implications and consequences of each option.

2. Problem Solving

Problem-solving entails identifying, analyzing, and resolving problems in a systematic manner. It often requires innovative thinking and the ability to apply learned concepts to novel situations.

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MCQ Examples of Decision-Making Questions

Below are MCQ examples that demonstrate decision-making skills:

Scenario: An area is affected by severe flooding. You, as a district magistrate, have limited resources. Which of the following should be your immediate priority?

• A. Repairing roads
• B. Distributing food and water
• C. Rebuilding houses
• D. Organizing entertainment to lift people’s spirits

Answer: B. Distributing food and water

Solution: Immediate needs like food and water are crucial for survival in disaster scenarios, making them the top priority.

Scenario: You are working on a project with a tight deadline. Your team member is consistently delivering work late, affecting the timeline. What should be your immediate step?

• A. Report the member to higher authorities
• B. Remove the member from the team
• C. Discuss the issue with the member
• D. Ignore the issue and adjust the project timeline

Answer: C. Discuss the issue with the member

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Solution: Communication is key in resolving team disputes. Before taking drastic measures, understanding the member’s perspective and finding a solution collaboratively is advisable.

Scenario: Your city is facing a significant rise in COVID-19 cases. As an officer, you are assigned to create awareness. Which approach is most effective?

• A. Distribute pamphlets
• B. Organize large public awareness events
• C. Implement awareness through social media and local networks
• D. Ignore the situation, assuming people are already aware

Answer: C. Implement awareness through social media and local networks

Solution: Social media and local networks provide wide reach without risking further spread through large gatherings.

Scenario: There is a proposal for a new dam which will provide water and electricity but will displace a local tribe. What should you consider first?

• A. Proceed with the construction immediately
• B. Reject the proposal outright
• C. Assess alternative solutions and engage with the tribe for their input
• D. Delay the decision indefinitely

Answer: C. Assess alternative solutions and engage with the tribe for their input

Solution: It is essential to balance development and the welfare of all stakeholders involved, necessitating a thorough assessment and inclusive decision-making process.

Scenario: As a civil servant, you receive two projects. Project A will benefit a large number of people slightly. Project B will significantly benefit a smaller group. Which project should be prioritized?

• A. Project A
• B. Project B

Answer: C. Both

Solution: Civil services work for the welfare of all. An ideal approach would be finding a way to implement both projects effectively, balancing the broader good with significant impact where needed.

Scenario: You have a limited budget for a healthcare initiative. What is the crucial factor to consider when deciding which health programs to fund?

• A. Popularity of the program
• B. Political backing
• C. Program’s potential impact on public health
• D. The novelty of the program

Answer: C. Program’s potential impact on public health

Solution: The primary consideration for any healthcare initiative should be its potential positive impact on public health, ensuring that it addresses the community’s most pressing health needs efficiently.

John needs to choose between two job offers. Offer A has a higher salary but is located in a city with a high cost of living. Offer B has a lower salary but is situated in a town with a lower cost of living. Which job offer should John choose?

• D. Cannot be determined

Answer: D. Cannot be determined

Solution : This question requires decision-making skills. Without knowing John’s priorities and values, the answer cannot be determined. Each offer has its pros and cons, and the decision rests on John’s personal preferences and circumstances.

MCQ Examples of Problem-Solving Questions

What is the next number in the series: 2, 6, 12, 20?

Answer: B. 30

Solution : This is a series problem. The series is progressing by adding consecutive even numbers (4, 6, 8, etc.). Thus, 20 + 10 = 30.

If all Ps are Qs, and some Qs are Rs, which of the following must be true?

• A. All Ps are Rs
• B. Some Ps are Rs
• C. No Ps are Rs
• D. None of the above

Answer: D. None of the above

Solution : Without definite information, we cannot confirm any of the given options. It is possible that some Ps are Rs, but it is not necessarily true.

Three individuals have to be selected from a group of 6 people. How many different combinations are possible?

Answer: C. 20

Solution : This is a combination problem. The number of ways to choose 3 individuals from 6 is given by the combination formula: 6C3 = 6! / (3!*(6-3)!) = 20.

If a shirt costs Rs.40 after a 20% discount, what was its original price?

Answer: B. Rs.50

Solution : Let the original price be X. The shirt is sold for 80% of its original price after a 20% discount. So, 0.80X = Rs.40. Solving for X gives X = Rs.50.

A train covers a distance of 150 km in 2.5 hours. What is its average speed?

Answer: A. 60 km/h

Solution : Average speed is obtained by dividing the total distance by the total time taken. So, 150 km / 2.5 hours = 60 km/h.

How to study Decision Making and Problem Solving for CSAT?

Students may note that this article on Decision Making and Problem Solving is just an overview of the topic. There is a lot more to learn about Decision Making and Problem Solving in the CSAT paper.

We recommend the below sources to learn the subject.

• Join the ClearIAS CSAT Course .
• Join ClearIAS Prelims Test Series .
• Join ClearIAS Prelims cum Mains Course.
• Go through ClearIAS YouTube Classes on CSAT.
• Read books on CSAT .

Also read:   CSAT Course: UPSC Prelims Paper 2 Program

Decision-making and problem-solving are vital skills for the UPSC CSAT Prelims and for effective functioning as a civil servant .

As you have seen the decision-making and problem-solving section is not limited to scenario-based questions!

Aspirants should keep in mind that any questions which are problem-solving or decision-making in nature can be asked from this section.

Further, questions may not be limited to the Class X level, as is the case with the basic numeracy section or data interpretation.

Practising decision-making and problem-solving questions not only improves these skills but also boosts your confidence in tackling the diverse set of problems presented in the examination.

For more resources and practice questions, continue exploring ClearIAS.com. Happy studying!

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About Alex Andrews George

Alex Andrews George is a mentor, author, and social entrepreneur. Alex is the founder of ClearIAS and one of the expert Civil Service Exam Trainers in India.

He is the author of many best-seller books like 'Important Judgments that transformed India' and 'Important Acts that transformed India'.

A trusted mentor and pioneer in online training , Alex's guidance, strategies, study-materials, and mock-exams have helped many aspirants to become IAS, IPS, and IFS officers.

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Ask Smarter Strategic Questions

With organizations facing increased urgency and unpredictability, being able to ask smart questions has become a key leadership skill—especially when setting strategy. Here are five types of questions to ask that can boost strategic decision-making. Investigative: What’s Known? When facing a problem or opportunity, the best decision-makers start by clarifying their purpose, asking themselves what […]

With organizations facing increased urgency and unpredictability, being able to ask smart questions has become a key leadership skill—especially when setting strategy. Here are five types of questions to ask that can boost strategic decision-making.

Source: This tip is adapted from “The Art of Asking Smarter Questions,” by Arnaud Chevallier et al.

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• Government Exam Articles
• Decision Making Concept & Questions

Decision Making Concept & Questions

Decision Making Questions are a part of Verbal Reasoning and a common topic for all major Government exams conducted in the country.

Logical analysis and reviewing the questions carefully are the key factors to answer questions based on this topic. The weightage of marks, however from this section varies between 3-5 marks.

In this article, we shall discuss at length the concept of decision making, tips to answer decision making questions and some sample questions for candidates assistance.

To know the detailed syllabus for logical or verbal reasoning and the exams in which this section is included, candidates can visit the logical reasoning page. 

Decision Making Questions and Answers PDF:- Download PDF Here

The Concept of Decision Making 

Under the decision making questions, candidates need to analyse and review the given information and based on the same need to answer the question. 

There two types of questions which may be asked as a part of decision making. These include:

• Direct Questions: In such questions, a condition may be given and based on the same the final decision has to be made
• Complex Questions: In such questions, a set of eligibility criteria are given. Candidates need to analyse the eligibility details given and based on it, answer what candidates can qualify/ appear/ register for an exam or a post

With the increased competition, the complex variety of questions have become more common. These type of questions are lengthy but if reviewed carefully, they are easy to answer. 

Candidates can go through the video on decision making to understand the concept better-

Candidates can also check the Tips to Solve Decision Making Questions in UPSC CSAT at the linked article.

Decision Making Questions & Answers

Given below are sample questions based on decision making. Candidates can practise them and analyse the types of questions and the format in which they may be asked. 

Directions (Q1 – Q2): Refer to the information given below and answer the following questions:

In a school in New Delhi, a panel of three senior teachers has been formed to elect the Head Boy of the school. Thre probable candidates have been selected by the students: Ajay, Veer and Nitin. Each teacher has to vote either in against or for each student. 

The following criteria are known to us about the selection:

• Exactly two teachers vote for Ajay
• Exactly one teacher votes for Veer
• Exactly one teacher votes for Nitin
• Teacher 1 votes for Ajay 
• Teacher 2 votes against Ajay and Nitin
• Teacher 3 votes against Nitin

Q 1. Which of the given statements is definitely true?

• Teacher 2 votes against Nitin
• Teacher 3 is in support of Ajay but against Nitin
• Teacher 1 is against Ajay
• Teacher 3 is against Veer
• None of the above

Q 2. Based on the given information, which of the statements is completely false?

• If Teacher 3 votes against Veer, then Teacher 2 would have voted for Veer
• Teacher 1 was against making Veer the Head Boy of the school
• Teacher 3 voted for Ajay
• Veer was not supported by Teacher 1

Directions (Q3 – Q4): Analyse the information given below about an election campaign strategy and answer the following questions:

You are supposed to prepare a strategy for election campaigning which is going to start in 6 months time. This is to be done at multiple constituencies involving many agencies. There would be a huge amount of logistical support which would be required once the format has been decided. The Minister has called for a meeting to hear your action plan and you need to be prepared for it.

Q 3. What would be the most effective answer?

• Concentrate on coordinating with the different agencies and having them approve the strategy
• Concentrate on setting deadlines, targets and checkpoints in order to meet the deadlines.
• Concentrate on getting an immediate feel for the contents design and layout of the strategy.
• Concentrate on logistics: how to move people and equipment from one place to another smoothly

Q 4. What would be the least effective answer?

• Concentrate on logistics: how to move people and equipment from one place to another smoothly.

Direction Q5: You have been using a certain computer system to perform your role for years and it has proved to be stable and reliable. Recently, you were informed that it is to be updated next month with new functionality and applications. You are concerned about the time it would take to have a trouble free system as the current system took six months to become trouble free. You now need to decide your response to this news. 

Q 5. What would be the least effective answer?

• Find out all you can about the system and volunteer to be the first to trial run it.
• Voice your concern to your superior and recommend that all possible upgrades be delayed until all possible issues have been identified and resolved.
• Ask All other colleagues to run the new systems for errors so that the quality of your work is not compromised, but seek their reviews.
• Believe that the appropriate checks have been carried out and wait for the introduction of the upgrade so that you can assess its functionality.

Q 6. As a relatively small part of your role, you are responsible for the maintenance of a database of statistical information regarding meteorological data and its link to road traffic levels at the Indian met department. This is drawn upon every three months for analysis, although for the past few years the results have been consistent and predictable and some people have questioned the need for such detailed data. In order to compile the information, you rely on daily input of information from a number of people in different localities. One day, one of these individuals comes to you to request that data be submitted on a weekly rather than daily basis, to save time. Your boss is on holiday and you are left to make the decision. Which of the given options must not be considered by the employee?

• Inform them that you cannot authorize it until your boss is back from leave.
• Make the change as it seems more sensible, and inform your boss when he returns.
• Inform him that there is no chance of any change in the reporting pattern.
• Ask the other person involved in it and what is their take and tell this to your boss once he comes back.

Q 7. You are new to your department and your boss has handed you a brief for a presentation that covers what you should tell your department about the new IT system that is being introduced. Your boss would have done it himself, but he has annual leave for the next few days. It contains a lot of facts and you are aware that your boss prefers a more factual dry presentation style. However, you are concerned that the audience would find the content dull and you want to make a good first impression on them. What would be the least effective answer?

• Respect the approach that your superior would have taken and present just the facts, but try to do so quickly so that the audience doesn’t get too bored.
• Introduce a range of interactive, entertaining elements to the briefing that increase audience engagement with the content prepared by your boss, but might not reflect the style of your boss.
• Send a brief around in email form prior to the meeting and then engage in a two-way discussion with the audience about the system.
• Suggest to your boss that he may like to present the content when he returns, as this will ensure that it is delivered in the way he intended.

Q 8. You have been asked by your boss to meet with a representative from another unit to present the findings from your team’s latest piece of research. After giving you the briefing, your boss advises you to ‘tone down’ your ‘usual style’ as she thinks this will work better. You are not quite sure what she meant by this and feel a little offended: your style has always worked well in the past. How would you respond? What would be the most effective answer?

• Make your boss understand that your tone is good for the presentation.
• Ask your boss for more detail on what they meant by the comment.
• Ask your colleagues what they meant by the comment.
• Self-reflect upon what your boss meant then change your behaviour accordingly.

Q 9. The public sector where you are working for is to be included for a major restructure. Some posts will vanish, some roles will change and there will be some new opportunities created. The announcement has created some concern within the PSU, especially as it has been performing well up to this point. Your CMD has arranged for a one on one meeting with everyone to discuss the restructuring. You need to decide how best to prepare for the meeting. Which of the given statements must definitely be followed with reference to the information?

• Spend time planning how accurately to convey your strengths so that your position is safe within the firm.
• Plan to ask questions about what new opportunities are available and how you can position yourself to take advantage of it.
• Aim to get as much information from your CMD about the restructure: timescale and impact.
• Prepare a convincing case concerning why the company should not be included in the restructuring.

Q 10. You work in an office where the work being carried out in different departments is visible. You have noticed that an engineering trainee in another department spends most of the time ‘lost’ with little work to do. You have already brought this issue to the notice of your head of the department but nothing seems to have happened to solve the situation. In addition, the boss is often out of office so does not see it himself. What would be the least effective answer?

• Go over to the person in question and set them tasks to complete for your department.
• Speak to someone else in the department and ask them if there is any work the person could complete for them.
• Speak to the person in question and tell him to find some work to do as they are currently giving a bad impression.
• Schedule a meeting for tomorrow with the person’s head of the department where you can suggest some work for him.

Q 11. You have sent a survey to multiple units in order to gauge levels of job satisfaction as part of a wide internal survey across the organization. When the results arrive back, you see that by far the biggest cause of dissatisfaction seems to be the pay levels. However, your manager has suggested that in reality staff are content with their pay: this survey is just seen as an opportunity to ask for more. There is no time or budget to repeat the survey and you need to decide how to proceed. What would be the most effective answer?

• Conduct some online research into other surveys of this nature to see whether this is a common pattern: include this observation in the report and recommendations.
• Accept your manager’s views and highlight this in your summary report and recommendations
• Accept the original data and avoid including your manager’s interpretation when collating the summary report and recommendations.
• Declare the results of the survey around pay levels to be ‘ambiguous’ and instead concentrate on the second most important area of the survey.

Q 12. A new director was recently appointed to manage your directorate after being managed by the previous person for a couple of years. In her introductory speech, the new director states that there will be a number of changes to be made now she has arrived: some will happen quickly and others will be introduced over the next few months. She does not give more detail than this but reassures everyone that people will be informed as soon as possible about the changes. Which of the following is the best step that any employee working under her must take?

• Request a meeting straight away with the new director and say that you need to know more about the planned changes.
• Wait a few weeks and then request a meeting with the new director and find out more about the planned changes.
• Be alert to the news about the changes, but continue to work as usual until more is announced.
• Try to find out more about the changes that the new director made in other parts of the organization in order to gain an insight into what she might be planning for your area.

Q 13. You are working on a complex project when one of the members of your department gives you some negative feedback about your way of working that comes as a complete surprise to you. You have never received feedback on this area before and you had previously considered it a moderate strength of yours. It has been playing on your mind for the past week as you are keen to be seen in a positive way by others. Choose the most effective answer.

• Try to improve your image in the eyes of the person who gave you the feedback by describing to them why you acted in the way you did and how it has brought you success in the past.
• Ask the person who provided the original feedback for more detail about why they think the way they do.
• Ask a selection of other people for feedback on the area concerned to see if this corroborates the original negative feedback.
• Self-reflect some more and read up on how to develop in the area identified.

Q 14. You are in the middle of speaking to an audience about some work that had a successful outcome and that you are very proud of about ten minutes into your speech, you notice that a couple of the audience members are yawning and looking at their watches. Choose the most effective answer.

• Pause at an appropriate point and ask for audience feedback on what you have covered so far.
• Look directly at them and ask ‘am I keeping you awake?’ in order to embarrass them and make them pay more attention.
• Speed up your pace of talking and vary your tone in order to re-engage your interest.
• Make greater use of visual aids and props in order to stimulate their interest.

Q 15. You have been given two weeks in which to review a large body of data, spot certain types of errors and inconsistencies and then produce a corrected and improved version as a result. Your Superior has asked to meet with you after four days to review your progress. Three days into your review you realize that there are also several other types of errors and inconsistencies in the data and you will not have the time to review it all in two weeks, let alone in time for your meeting with your Superior tomorrow. You feel a more realistic timescale would be four weeks. However, you know that a lot of people are awaiting the outcome of your review and corrections and if it is delayed this will hold up the work of other Units. Pick the least effective answer.

• Use the two weeks to focus on correcting those types of errors that the original assignment called for and complete the assignment on time.
• Use the meeting with your Superior to argue for an extension of the deadline so that you can correct the further errors you discovered as well.
• Start correcting all discovered errors and complete as much as you can in two weeks.
• Start correcting all discovered errors but arrange to feed the results of your review through in stages to other units so that they can begin work.

Candidates can check the answers to these questions in the PDF given below and check how correctly they have answered all the questions:

For clarity on the strategies to take Reasoning Decision Making Questions in the exam, aspirants should go through the following video-

Emphasizing on each and every topic under the reasoning ability section will help candidates score more not just in one subject but also increase the overall marks. 

Aspirants can also check the detailed Preparation Strategy for Competitive Exams at the linked article.

For any further updates regarding the upcoming Government exams, candidates can visit BYJU’S and keep themselves updated with the latest exam information, preparation tips and study material. 

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15 Fun Decision Making Games for Kids

1. Online Decision Making Games 

3. connect four, 5. ticket to ride: first journey, 6. catan junior, 9. battleship, 10. guess who.

Making decisions is a big part of growing up. Learning to make good decisions early on is super important for kids. It helps them become more independent, confident, and ready to face the world. That’s where decision making games for kids come into play. These games teach kids how to think ahead, make choices, and understand what happens because of those choices—all while having a blast!

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In this blog, we’re going to dive into some fantastic games that do just that. From classic board games that have been around for years to new card games that will soon become favorites, we’ve got a list that will help any kid become a decision-making champ. 

Best for Which Ages: 3 years and up

Decision making games online are one of the best choice making activities for kids to sharpen their critical thinking, problem-solving, and strategic planning skills in a fun, interactive environment. Engaging with these games teaches children to make quick decisions, analyze outcomes, and adapt their strategies in real time. Here’s a look at some engaging online decision making games that are perfect for young minds:

• Challenge Two of a Kind Game

This game tests memory and attention to detail as players flip cards to find matching pairs. It’s about remembering what you saw and making strategic decisions on which cards to flip next. Perfect for developing concentration and memory recall, it’s a hit among kids looking to challenge their minds.

• Play Jumble Mania Game

Jumble Mania sharpens spelling and vocabulary by challenging players to rearrange jumbled letters to form words. This game enhances decision making by requiring players to choose the most logical order of letters, improving their language skills and quick thinking in a fun, engaging way.

• Challenge Match-Up Puzzles Game

Match-up puzzles take the challenge up by mixing memory skills with problem-solving. Players must match related items, not just identical ones, adding an extra layer of decision making. This game is excellent for kids who enjoy puzzles and are ready to think outside the box.

Best for Which Age: 3 years and up

Go Fish is a card game that sharpens memory and introduces kids to strategic thinking. Players ask each other for cards to make sets, using strategy to remember who holds which cards.

How to Play:

• Deal five cards to each player and place the rest in a “fish pond” in the center.
• Players ask others for specific cards to make sets of four.
• If the player has the card, they must hand it over; if not, they say “Go Fish,” and the asking player draws from the pond.
• The game ends when all sets are made, and the player with the most sets wins.

Buy here: Amazon

Best for Which Age: 6 years and up

Connect Four is all about strategic planning. Players aim to line up four discs in a row. This game challenges kids to think ahead and block their opponents, making it one of the most fun choice games for kids.

• Players choose a color and take turns dropping their colored discs into a vertically standing grid.
• The objective is to be the first to form a horizontal, vertical, or diagonal line of four of one’s discs.
• Players must strategize to block their opponent’s moves while working towards their four-in-a-row.
• The game ends when one player achieves a Connect Four or the grid fills up, indicating a tie.

Price: $12.51

Buy Here: Amazon

Mancala is a classic game that requires players to strategically move pieces around the board to capture more stones than their opponent. It’s a brilliant choice among decision making games for kids, teaching them to plan ahead and predict their opponent’s moves.

• The board is set up with an equal number of pieces in small pits.
• Players take turns picking up all the pieces in one of their pits and distributing them one by one in subsequent pits.
• The goal is to capture more pieces than the opponent by strategic placement and captures.

Price:  $12

Ticket to Ride: First Journey simplifies the classic game for younger audiences, focusing on strategic thinking as players plan train routes across a map. This making choices game is perfect for introducing basic strategy and planning skills to kids.

• Players collect train cards that enable them to claim railway routes on a map.
• The aim is to connect distant cities through a network of trains.
• Strategic planning is required to block opponents and efficiently connect cities.

Price:  $27

Catan Junior takes the beloved strategy game and simplifies it for younger players, focusing on resource management and basic strategic planning. It’s an excellent choice among decision making activities for elementary students, teaching them the importance of resource allocation and strategy.

• Players collect resources like wood and gold to build their pirate lairs.
• Trading resources with other players is a key part of the game.
• The first player to build all their pirate lairs wins, requiring careful planning and resource management.

Price:  $24.99

Best for Which Age: 7 years and up

Uno is a popular card game that combines strategy with luck, requiring players to adapt their strategies based on the cards they have and the actions of their opponents. It’s one of the most fun and engaging decision making activities for children, teaching them adaptability and strategic thinking.

• Players aim to match a card in their hand with the current card shown on top of the deck either by color or number.
• Special action cards, like skips and reverses, add complexity.
• The first player to rid themselves of all their cards wins, requiring strategic decision-making and adaptability to changing game dynamics.

Price:  $11.16

Chess is one of the best decision making games, teaching players to think several moves ahead and consider the consequences of their actions. It’s a classic game of strategy and tactics where every move counts.

• Each player starts with 16 pieces that move in specific ways across the board.
• The objective is to checkmate the opponent’s king, meaning the king is in a position to be captured and cannot escape.
• Players must protect their own pieces while strategizing to capture their opponent’s king.

Price:  $14.99

Battleship is a game that combines strategic planning and deduction, making it a great choice among decision making board games. Players guess the locations of their opponent’s ships and aim to sink them, all based on logical deduction and strategic thinking.

• Each player places their ships secretly on a grid.
• Players take turns calling out grid coordinates to guess the location of the opponent’s ships.
• The first player to sink all of the opponent’s ships wins.

Best for Which Age: 5 years and up

Guess Who? is a fun decision making situations game that enhances logical thinking and decision-making. Players ask yes or no questions to deduce the identity of the opponent’s character, using logic and deduction at every turn.

• Each player chooses a character card and places it in front of them.
• Players take turns asking yes or no questions to narrow down the possible characters their opponent has chosen.
• The first player to correctly guess the opponent’s character wins.

11. Clue (Cluedo)

Best for Which Age: 8 years and up

Clue, or Cluedo, is a classic among group decision making games, where players solve a mystery by deducing who committed the crime, with what weapon, and in which room. It’s a fantastic game for developing deductive reasoning and decision-making skills.

• Players move around the game board, which represents the rooms of a mansion, to collect clues.
• Through a process of elimination and deduction based on the clues gathered, players try to solve the mystery.
• The first player to correctly accuse the murderer, the weapon, and the room wins the game.

Price:  $17.99

12. Tic-Tac-Toe (Noughts and Crosses)

Tic-Tac-Toe, also known as Noughts and Crosses, is a perfect introductory decision making game for kids. It teaches young children the basics of strategy and foresight by encouraging them to think about their moves and anticipate their opponent’s next step.

• Players take turns marking a space in a 3×3 grid with their symbol, either a nought or a cross.
• The aim is to be the first to get three of your symbols in a row, either horizontally, vertically, or diagonally.
• Players need to block their opponent’s moves while working towards their own line of three.

13. Checkers (Draughts)

Checkers, known as Draughts in some countries, simplifies strategy and decision-making, making it one of the easiest decision making games for kids. It teaches them to plan their moves and predict their opponent’s actions in a straightforward, engaging way.

• Players move their pieces diagonally across a checkerboard, with the aim of capturing the opponent’s pieces by jumping over them.
• The game encourages players to protect their own pieces while finding opportunities to capture their opponent’s.
• The player who captures all of the opponent’s pieces wins.

Price:  $15.99

14. Rat-a-Tat Cat

Rat-a-Tat Cat is a card game that boosts memory and strategy through the use of card swaps and peeks. It’s a fun and engaging way to enhance decision-making skills in kids, as they must remember the cards’ values and decide the best times to swap.

• Players are dealt cards that they can peek at but then must keep face down, trying to remember the values.
• The aim is to end up with the lowest score by swapping out high-value cards for lower ones.
• Strategic thinking is required to decide when to swap cards and when to stick with what you have.

Price:  $11.99

15. Memory Game

The Memory Game, also known as Concentration, is a fantastic choice for kids to boost their memory and focus. By matching pairs of cards, children practice attention to detail and improve their recall abilities, making it a great pick from games on decision making.

• Spread all cards face down on a table.
• Players take turns flipping over two cards at a time.
• If the cards match, they keep them and go again.
• If they don’t match, they turn them back over, and the next player goes.
• The game continues until all pairs are matched.

Price:  $9.99

Decision making games for kids offer fun and interactive ways to boost critical thinking and problem-solving skills. These games not only keep children engaged but also play a crucial role in their cognitive development. So, let’s encourage our kids to play more of these games and watch them grow smarter every day!

Frequently Asked Questions (FAQs)

How do you teach children decision-making.

Teaching children decision-making involves guiding them through the process of making choices, discussing possible outcomes, and allowing them to experience the consequences in a safe environment. Encouraging them to weigh options and think ahead helps build this skill.

What is a decision-making game?

Decision making games for kids are an interactive activities designed to simulate scenarios where players must make choices, often within a set of rules or constraints, to achieve a goal or solve a problem, thereby sharpening their decision-making skills.

What is decision-making icebreaker activity?

A decision-making icebreaker activity is a short, engaging task that encourages participants to make choices and share their reasoning. It’s often used to warm up a group, foster teamwork, and introduce the concept of decision-making in a fun way.

What are some fun decision-making questions?

Fun decision-making questions can range from hypothetical scenarios like “Would you rather have the ability to fly or be invisible?” to practical choices such as “If you could only eat one food for the rest of your life, what would it be?” These fun would you rather questions stimulate thinking and conversation.

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