4.2.2 Encourage creative thinking and multiple points of view to overcome organizational restrictions.
4.3.1 Manager controls the generation of alternatives by controlling the process.
4.3.2 Manager recognizes the point at which generating additional alternatives is not effective from a resource standpoint.
4.3.3 Manager calls the search for alternatives to a close.
5.1.1 Alternatives which are not in keeping with the organization's corporate culture are dismissed (Maurer, 1997, p. 18).
5.1.2 Alternatives which require resources above and beyond the capability of the organization are also eliminated.
5.2.1 Legal restrictions or intervention might increase the cost to the organization.
5.2.2 Legal considerations might put the organization in conflict with its mission.
6.1.1 There may be no one alternative which adequately addresses all objectives.
6.1.2 The problem may have to be restated in order to generate alternatives which are more appropriate.
6.1.3 The real problem may not have been identified.
6.1.4 There may be no underlying problem at all.
6.1.5 Taking no action is always an alternative.
6.2.1 Selected alternative should meet as many objectives as possible.
6.2.2 The selected alternative should be understood by all those involved in the decision making process; this does not mean that there is universal agreement, only universal understanding.
6.2.3 The selected alternative needs be within the resource limitations of the organization.
7.1 Implementation should be considered during the evaluation phase to ensure that the selected alternative is feasible.
7.2.1 Identifies areas of responsibilities
7.2.3 Develops implementation timeframe (Brache & Rummler, 1997, p. 71).
7.2.4.1 Implemented solutions need to be measured to ensure that the desired results are being achieved, and to determine if unintended results (either positive or negative) are being intr...