ques, particularly brainstorming, can also be used to generate alternative solutions later on in the decision making process (Yates, 2004).
Understanding the root cause of a problem is also critical to determining what the objectives of a particular decision are to be. It is against these objectives that participative decision making techniques are used. As the group develops alternatives, those alternatives are evaluated against the long-term objectives of the organization. Those alternatives which are consistent with those goals are considered further. By clearly communicating the organization's objectives, empowered employees can make similar decisions without escalating them to the group level, and yet ensure that the decisions are in the long-term interests of the firm (Denton, 2001).
There are various methods which can be used to identify alternatives in the participative process, including brainstorming. When brainstorming is used, individuals suggest alternatives without regard for how realistic or acceptable the alternative is. Judgment is left to the evaluation stage. Brainstorming builds on the supposition that one idea can lead others in a group to generate other ideas, and the result will be a richer mix of solutions than if each person thought of ideas alone and later tried to integrate them (Fracaro, 2003).
It is not possible for any organization to consider all possible alternatives to a particular problem; limitations of time and money preclude such a comprehensive approach. However, creative thinking and considering problems from different points of view can help lead to solutions which offer long-term promise. At some point in the process, it is up to the manager to control the generation of alternatives. There comes a point where pursuing additional alternatives would not be effective from a resources standpoint; it is the art of the manager to recognize when that point has been reached, and to dra...