Choose a solution
This step is pretty self-explanatory, actually make a choice and check that you are fine with it ethically. Schermerhorn et.al suggest that you ask two simple questions when you have made you choice, “How would I feel if my family found out about this decision? and how would I feel if this decision were published in the local newspaper?” (p.195). Having worked in Local Government a lot of decisions that were made are available to the public either through right to information or just through word of mouth with community members, and quite often my decisions were published in the local newspaper so I am well accustomed to having to make transparent and ethical decisions. In this day and age scrutiny is everywhere so “A willingness to pause to examine the ethics of a proposed decision may well result in both better decisions and the prevention of costly litigation” (Schermerhorn et.al, p.195).
Implement the solution
As Schermerhorn et.al comments “Managers not only need the determination and creativity to arrive at a decision, they also need the ability and willingness to implement it” (p.192). For example, where possible I liked to get my team involved in the problem solving process right from the start, not because I was indecisive but because I knew when it came time to implement I would need their support. I am also a strong advocate that ‘many hands make light work’ and a better solution can often come from the team than if you work in isolation, especially if that decision has an impact on staff.
Quite often managers don’t take the time to evaluate their decisions, especially if they had a positive effect. However, in order to improve your decision making make the time to evaluate what worked well and what can be learned from the experience. We all get busy at work but the process doesn’t have to take a long time, we just need to get into the habit of doing it.