Problem Solving vs. Decision-Making.

Problem-solving is a set of activities designed to analyze a situation and find, implement, and
evaluate solutions. Decision making is making choices at each step of the problem-solving
process.

7-Step Problem-Solving Process

Step 1: Define the Problem
The first step in the problem-solving process is to define the problem. This step is crucial
because finding a solution is only accessible if the problem is clearly defined. The problem
must be specific, measurable, and achievable.
One way to define the problem is to ask the right questions. Questions like "What is the
problem?" and "What are the causes of the problem?" can help. Gathering data and
information about the issue to assist in the definition process is also essential.
Once the problem is defined, it is essential to communicate it to all stakeholders. This helps
ensure that everyone is on the same page and that there is a shared understanding of the
problem.
Step 2: Disaggregate
After defining the problem, the next step in the 7-step problem-solving process is to
disaggregate the problem into smaller, more manageable parts. Disaggregation helps break
down the problem into smaller pieces that can be analyzed individually. This step is crucial in
understanding the root cause of the problem and identifying the most effective solutions.
Step 3: Prioritize
After defining the problem and disaggregating it into smaller parts, the next step in the 7-step
problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to
focus on the most pressing issues and allocate resources more effectively.
There are several ways to prioritize issues, including:
● Urgency: Prioritize issues based on their urgency. Problems that require immediate
attention should be addressed first.
● Impact: Prioritize issues based on their impact on the organization or stakeholders.
Problems with a high impact should be given priority.
● Resources: Prioritize issues based on the resources required to address them.
Problems that require fewer resources should be dealt with first.
Considering their concerns and needs, it is important to involve stakeholders in the
prioritization process. This can be done through surveys, focus groups, or other forms of
engagement.
Once the issues have been prioritized, it is essential to develop a plan of action to address
them. This involves identifying the required resources, setting timelines, and assigning
responsibilities.
Step 4: Workplan
This step involves creating a roadmap that outlines the steps needed to solve the problem.
The work plan should include a list of tasks, deadlines, and responsibilities for each team
member involved in the problem-solving process. Assigning tasks based on each team
member's strengths and expertise ensures the work is completed efficiently and effectively.
Step 5: Analysis
Once the problem has been defined and disaggregated, the next step is to analyze the
information gathered. This step involves examining the data, identifying patterns, and
determining the root cause of the problem.
Several methods can be used during the analysis phase, including:
● Root cause analysis
● Pareto analysis
● SWOT analysis
Root cause analysis is a popular method for identifying the underlying cause of a problem. This
method involves asking a series of "why" questions to get to the root cause of the issue.
Step 6: Synthesize
Once the analysis phase is complete, it is time to synthesize the information gathered to arrive
at a solution. During this step, the focus is on identifying the most viable solution that
addresses the problem. This involves examining and combining the analysis results for a clear
and concise conclusion.
Step 7: Communicate
After synthesizing the information, the next step is communicating the findings to the relevant
stakeholders. This is a crucial step because it helps to ensure that everyone is on the same
page and that the decision-making process is transparent.

Decision making and problem solving are ongoing processes of evaluating situations or
problems, considering alternatives, making choices, and following them up with the necessary
actions. Sometimes the decision-making process is extremely short, and mental reflection is
essentially instantaneous. In other situations, the process can drag for weeks or even months.
The entire decision-making process is dependent upon the right information being available to
the right people at the right times.

WHAT IS DECISION MAKING?

The Decision-Making Process: Quite literally, organizations operate by people making
decisions. A manager plans, organizes, staffs, leads, and controls her team by executing
decisions. The effectiveness and quality of those decisions determine how successful a
manager will be.
Managers are constantly called upon to make decisions in order to solve problems.
Decision making is the process of making choices by identifying a decision, gathering
information, and assessing alternative solutions.
Decision making is a daily activity for any human being. There is no exception about that. When
it comes to business organizations, decision making is a habit and a process as well.
Effective and successful decisions make profit to the company and unsuccessful ones make
losses.
Therefore, corporate decision making process is the most critical process in any organization.
In the decision making process, we choose one course of action from a few possible
alternatives. In the process of decision making, we may use many tools, techniques and
perceptions.
The decision making process is a method of gathering information, assessing alternatives,
and making a final choice with the goal of making the best decision possible.

What is Decision Making in Modern Management?

• Integral part of modern management. Making the correct decision at the correct time.
• While making a decision, positives and negatives of each option must be weighed, and all the
alternatives are to be considered.

What is Decision Making in Simple Words?

• Making choices from among two or more alternatives.
• The process of identifying and selecting a course of action to solve a specific problem.
• Leads to motivated and dedicated employees

What is Decision Making Process?

•As a set of actions and dynamics factors that begins with the identification of a stimulus for
action and ends with the specific commitment to action.
• Formulating a question to be answered
•Gathering information in order to identify and/or create alternative answers to the questions
•Predicting the consequences of acting on each of the alternative answers.
• Making a judgment/decision by selecting what appears to be the best alternative answer of the
question.

Steps of Decision Making Process: Following are the importance steps of the decision making
proved. Each step may be supported by different tools and techniques.
7 Steps of the Decision Making Process
Step 1: Identify the Decision
This is the very important step; it is where the manager realizes that he/she needs to decide.
He/she needs to clearly define the nature of the decision he/she must make.
In this step, the problem is thoroughly analyzed. There are a couple of questions one should ask
when it comes to identifying the purpose of the decision.
• What exactly is the problem?
• Why the problem should be solved?
• Who are the affected parties of the problem?
• Does the problem have a deadline or a specific time-line?
Step 2: Gather Relevant Information
Collect some pertinent information such as what information is needed, the best sources of
information, and how to get it; before he/she makes a decision. Some information is internal,
that needs to be sought through a process of self-assessment. Other information is external that
can be found online, in books, from other people, and from other sources.
Step 3: Identify the Alternatives
After the collection of information next is to identify several possible paths of action, or
alternatives. List all possible and desirable alternatives.
For this, you can make use of Cause-and-Effect diagrams and Pareto Chart tool. Cause-and-
Effect diagram helps you to identify all possible causes of the problem and Pareto chart helps
you to prioritize and identify the causes with highest effect.)
Step 4: Weigh the Evidence
Drawing on information and emotions to imagine what it would be like if each of the alternatives
is carried out. Evaluate whether the need identified in Step 1 would be met or resolved through
the use of each alternative. As the manager goes through this difficult internal process, he/she
will begin to favor certain alternatives: those that seem to have a higher potential for reaching
the organization’s goal. Finally, place the alternatives in a priority order, based upon the
manager’s personal value system.
Step 5: Choose among Alternatives
After weighing the evidence is the selection of the alternatives that seems to be the best. A
combination of alternatives may even be chosen.
Step 6: Take Action
This is where the manager will make some positive action by beginning to implement the
alternative he/she chose in Step 5.
Step 7: Review of the Decision and its Consequences
The final step is where the manager considers the results of his/her decision and evaluates
whether it has resolved the need identified in Step 1. If the decision has not met the identified
need, the manager may want to repeat certain steps of the process to make a new decision. For
example, the manager might want to gather more detailed or somewhat different information or
explore additional alternatives.

Types of Decision Making

1. Programmed decisions - Programmed decisions are those which are normally repetitive
in nature and are taken as a routine job and responsibilities.
2. Non programmed decisions - Is not a routine or repetitive nature. These are unique and
new and they have a long-lasting effect on the organization.
3. Major and minor decisions - Among different decisions some decisions are considerably
more important than others and are prioritized.
4. Routine and strategic decisions - Routine decision making means such decisions, which
are taken in respect of the day to day activities of the organization and which require
less thinking and advise. These are of a repetitive nature. Basic decision making means
such decisions which are essential for the existence of the organization and for which
complete study, analysis, power, and critical thinking are essential.
5. Organizational and personal decision -
= Organizational decisions are those which an executive takes in his official capacity and which
can be delegated to others.
= On the other hand, personal decisions are those which an executive takes in his individual
capacity but not as a member of organization.
6. Individual and group decisions - When the size of the business unit is small and the
decisions to be taken do not require high, specific and technical knowledge, then the
 decisions for various problems are normally taken by the managers himself. Such
decisions are known as individual decision-making technique. -Group decision making
techniques mean such decisions which are not taken by a single individual, but by a
group. This is known as participating decisions are known as individual decision making.
7. Policy and Operating decisions - Policy decisions are those which are taken by top
management and which are of a fundamental character affecting the entire business.
Operating decisions are those which are taken by lower management for the purpose of
executing policy decisions. Operating decisions relate mostly to the decision marker's
own work and behavior while policy decisions influence work or behavior pattern of
subordinates.
8. Tactical and Strategic Decision Making - Tactical decisions are those which a manager
makes over and over again adhering to certain established rules, policies and
procedures. They are of repetitive nature and related to general functioning. Strategic
decisions on the other hand are relatively more difficult. They influence the future of the
business and involve the entire organization. Decisions pertaining to objective of the
business, capital expenditure, plant layout, production etc.
9. Policy, Administrative and Executive Decisions - Policy decisions are taken by top
management or administration of an organization. Administrative decisions are made by
middle management and are less important than policy decisions. Executive decisions
are those which are made at the point where the work is carrier out.

THE NINE (9) CHARACTERISTICS OF A GOOD DECISION

If you don't know how to handle tension or if
the results are less than optimal, decision-making can be the single-greatest weight on your
shoulders. So, how do you know what makes a strong decision? Here are the nine attributes of
a positive decision:
1. Decisions positively impact others.
2. Decisions are replicable.
3. Decisions foster opportunity. (Empowers others to act)
4. Decisions include others.
5. Decisions are executable.
6. Decision is systematic.
7. Decisions are accountable.
8. Decisions are pragmatic.
9. Decisions involve self-awareness.

DECISION-MAKING TECHNIQUES
Decision-making techniques can be separated into two broad categories:
1. Group Decision-Making Techniques
2. Individual Decision-Making Techniques
Individual decision-making techniques can also often be applied by a group.

1. GROUP DECISION-MAKING
Also known as "Collaborative Decision- Making" = is a situation faced when individuals
collectively make a choice from the alternatives before them. The decision is no longer
attributed to any single individual who is a member of the group.
This is because the result applies to certain systems of individuals and social classes such as
social power.
Community decisions often vary from those taken by individuals.
Collaborative decision taking in workplace environments is one of the most effective models for
creating buy-in from other stakeholders, building trust and promoting innovation.
10 GROUP DECISION-MAKING TECHNIQUES
1 Brainstorming
A brainstorming session is a type of group decision making that can be really effective when you
need to raise potential ideas and solutions. This offers a free-flowing structure to the discussion
and allows the whole team an opportunity to share their ideas on how to approach a particular
situation. The main goal of brainstorming is to come up with as many suggestions as possible
and to then decipher which idea may be the best approach. These meetings are a little more
geared towards generating ideas than coming to a final decision but often, one idea stands out
from others and can be selected as the most effective solution.
2 The Delphi Method
The Delphi technique is a good option when you need to reach a group consensus for a major
decision. This group decision-making process takes all of the ideas generated by your team and
compiles them for the leader of the group to break down into a smaller list of possible
approaches. Those fewer options are then taken back to the group for further discussion and
collective consideration. Essentially, the choices are condensed until a majority decision can be
made. The idea is that when there are fewer options available a decision is reached with much
more ease and with collective agreement from you and your team members.
3 Weighted Scoring
Weighted scoring is ideal to use in a situation where your team has many ideas for possible
solutions but have not necessarily considered the implications of each decision thoroughly. The
weighted scoring technique is founded on the idea that certain ideas or approaches may be
riskier than others and therefore their implications need to be considered. Each item is
evaluated against criteria such as the business value, costs, risks, and adoption. Each of these
criteria is assigned a score based on the weighting (impact) of them. You’re looking for an
approach that will score high in business value, high in adoption, score low in cost, and low in
risk. After weighing each idea, you can tally up the scores to make an informed team decision.
4 Nominal Group Technique
The nominal group technique builds on the brainstorming discussion by including a voting
process at the end. Not only does each group member cast a vote, but each person is given the
opportunity to also give an explanation as to why they voted for whichever decision or option
and why they feel as if it’s the best choice. Depending on the topic of discussion, there are a few
different ways that you can use the nominal group technique. If the topic is more sensitive or
controversial, you may want to engage your team with a survey with the option to remain
anonymous. Otherwise, this technique can be used during your meeting in an open discussion.
5 Possibility Ranking
Possibility ranking means determining the best option through using a voting system or creating
a list as a team to prioritize ideas and approaches. When you’re trying to make a collective
decision about a question or issue that has many different potential outcomes, this can be a
great group decision-making technique to engage. This technique can be used in an email, in a
survey, or in your live meeting. You can begin with asking everyone to make a personal list of
how they might rank different options or approaches and then combine lists to see if there are
common opinions amongst the group so that you can come to a consensus. After you determine
the average of the best option, you can take that approach knowing that the majority support it
and agree with it.
6 The Stepladder Technique
Similar to the Delphi method, the stepladder technique encourages each team member to give
their personal opinion on a matter, before anyone can be influenced by the rest of the group.
This prevents groupthink and encourages authenticity and honesty in your team members’
answers. There are a few steps required for this approach:
Step 1: Before meeting as a group, present the task to your team. Make sure to give enough
time to everyone to think about their opinion or decision on how to best accomplish the task at
hand.
Step 2: Create a core group of two members and have them discuss the task or issue.
Step 3: Add a third group member to the core group. This third member presents ideas to the
first two members before they hear the ideas that have already been spoken about. After all
three members have laid out their solutions and ideas, they discuss their options collectively.
Step 4: Repeat the same process by adding a fourth member, fifth, sixth and so on, to the
group. Make sure that there’s enough time for discussion after each added member has
presented their views.
Step 5: Make a final decision after everyone has been brought in and shared their ideas.
7 Pros and Cons list
In business, a pros and cons list is often referred to as Dialectical Inquiry and can actually be
quite effective. Dialectical inquiry is a group decision-making approach that tries to fight against
groupthink. Philosophical in nature said to have originated with Plato, this group decision-
making technique asks group members to consider both the thesis and antithesis to any idea.
When using this technique, split participants into two groups: those advocating for an idea and
those advocating against it. Each group has the chance to explain and highlight why they feel as
if their decision will produce the best business outcomes and why the alternative opinion may
not make as much sense.
8 Didactic Interaction
Didactic interaction is similar to your pros and cons list or do dialectical inquiry, but unfolds a
little differently. This approach is only applicable in certain situations but works very well when
the right opportunity arises. The type of problem should be such that it results in a “yes” or a
“no” solution. These are typically major decisions that will have a large impact on the way the
business operates and will affect each employee as well. Such types of decisions require
extensive and sometimes exhaustive discussions that can be time-consuming. Using this
approach, you can simplify the process of investigation, waste no time and get straight to the
point, without asking for any kind of elaboration.
9 Decision-trees
The decision tree technique is great for forecasting outcomes to different decisions. Decision
trees are highly visual and operate as a type of non-linear mind map so that you can predict
how certain approaches to a situation may turn out. Because this model of decision-making isn’t
linear, you and your team can come up with creative ideas and make multiple potential
decisions to understand which one has the most beneficial outcome. The decision tree starts
out with one question, which is the root of the tree, which then branches out into many different
possibilities. Branches will lead to nodes (outcomes) and subsequently, you can add a leaf,
marking a rule or final decision.
10 Consensus Mapping
Consensus mapping begins with your team generating and developing ideas. It then attempts to
arrive at a decision by pooling these ideas together, which have been generated by several task
subgroups. The ideas generated by the task sub-groups are further developed collectively and
then narrowed down into a smaller number of ideas, with a stronger focus. Subsequently, all the
ideas are again narrowed down into an even smaller number of ideas until the group is able to
come to a mutually acceptable solution to the problem or situation. This technique is best suited
for multi-dimensional problems, with interconnected relationships throughout the business, and
involves several steps to coming to a final decision.

2. INDIVIDUAL DECISION-MAKING
In general, a person makes prompt decisions. When in a group, keeping any one person
responsible for a wrong decision is not easy. Human decision taking usually saves time,
resources, and energy as individuals make timely and rational choices.
Although taking group decisions takes a lot of time, money and energy.

DECISION MAKING APPROACHES

(We make the majority of the decisions, as individuals. It is important to look at the approaches
that we follow in our individual decision-making in the effort to take more successful decisions.)
As the outcomes of the decisions are not clear, it is necessary to concentrate on how a decision
is made to increase the consistency of the decision. By looking at the approaches to decision-
making, we aim to highlight certain potential for change that can be accomplished regardless of
a particular decision strategy.
There are a variety of ways to describe decision-making methods but we will find three broad
groupings for our purposes. For certain cases, we all prefer to take actions at one time or
another using all of the methods. Think about which approach will better describe how you
make most of your choices, or prefer making your choices.
1. RATIONAL OR ANALYTICAL APPROACH
● Exemplified by systematic decision-making.
● Defines upfront success factors
● Looks for details and objectively explores how each solution meets each success factor.
● Decision-making is organized and decisions can be taken under the assumption of the
desired solutions except for major unforeseeable of unpredictable incidents.
● Consideration of the implications of the final decision.
2. INTUITIVE DECISION MAKING APPROACH
 ● Relying on emotions and feelings.
● Careful planning is not possible or not desired.
● People will point to a "gut feeling" or "hunch" as the cause for a choice, reffecting that
explanation is not accessible through conscious thought.
3.RANDOM OR CHANCE APPROACH
● In this approach a decision is made on impulse, without thought.
● Flipping a coin or using a "decision wheel" would be representative of employing this
approach.
● It is sometimes considered a dependent style because this approach can promote denial
of responsibility.

DECISION MAKING CHALLENGES FOR CRIMINAL JUSTICE PROFESSIONALS

Events of over-exposure, which are characterized as unpredictable, erratic, volatile and under
conditions of high stress, impair the capacity of a criminal justice professional to make a
reasonable, rational decision.
Criminal justice practitioners will experience a lag period in their decision-making skills during
these events. Many obstacles called psychological prisons may also have a negative impact on
the willingness of a police officer to make decisions.
The Consequences of Making the Wrong Decision.
● Loss of life.
● Departmental or jurisdictional administrative costs.
● Negative media attention and public opinion.
● Demotion in position and / or loss of job.
● Post-traumatic stress disorder (PTSD), family problems and other psychological
concerns.

DECISION MAKING STYLES IN MANAGEMENT AND ADMINISTRATION

Many people believe that decision-making is not a rational option but a product of personality.
With that, leaders must understand that personality cannot stand in the way of critical decision
making.
Good leaders will adapt their decision-making strategy to match the demands of various
circumstances.
The most influential leaders learn how to tailor their decision-making style to suit specific
circumstances.
Different contexts and situations call for individual management responses, and sometimes
multiple decision-making approaches. Leaders can learn how to make informed choices in a
variety of diverse situations by understanding the different ways of decision-making and being
mindful of warning signs.
FOUR STYLES OF DECISION-MAKING
1. DIRECTIVE DECISION-MAKING
Usually a Policy decision-maker sorts out the pros and cons of a situation based on what they
already know.
Decision-makers in the directive are very rational and have little tolerance for uncertainty.
Instead of going to others for more detail, their decisions are rooted in their own intelligence,
experience and reasoning.
The upside to this style is that decision-making is fast, ownership is transparent, and no extra
communication be Is needed. Often, however, directive decisions can take impulsively, without
all the necessary details.
● When to use Directive Decision-Making. In situations characterized by continuity,
repeated patterns, and predictable events, this style of decision-making is fine. For
situations where there is a straightforward and unchallenged cause-and-effect
relationship, reserve guideline decisions; in other words, a correct response exists and is
collectively understood.
● A leader's role in Directive Decision-Making. A leader has to sense the situation,
categorize it as a scenario that calls for a clear decision and an appropriate response.
Ensure best practices are in place for ongoing procedures. Remember to ask yourself
when classifying the situation: Is this my decision to make, and do I have all the details
necessary to make this decision? Where appropriate, delegate but remember to
communicate in a simple, direct language.
● Signs you need to use a different approach. Once operations run smoothly it is easy for
leaders to become victims of complacency. Leaders must be mindful of the changing
complexity of specific situations. When you start making complicated jobs simply by
using simple decisions, you need to change your approach.
2. ANALYTIC DECISION-MAKING
Before taking action, strategic decision-makers analyze a lot of details. Analytic leaders, for
example, rely on direct observation, data, and facts to back their decisions. Like decision-
makers in the guideline, however, an analytic decision maker may seek information and advice
from others to affirm or refute their own expertise. These decision-makers have a high degree of
uncertainty tolerance and are extremely adaptable but they prefer to monitor certain aspects of
the decision process. This style is a well-rounded decision making strategy that can be time
consuming.
● When to use Analytic Decision-Making. In situations where there may be more than one
right answer, analytical decisions are helpful. Use this decision making style to solve
issues where the relationship between cause and effect is discoverable but not
immediately apparent. You use this approach mainly to evaluate multiple options or
approaches, and to use fact-based management to direct effective action.
● A leader's role in Analytic Decision-Making. Unlike decision-making directives, before
agreeing on a course of action, leaders must evaluate all the details they have available.
Assembling a team of experts to assist with analytical decisions is advantageous;
Leaders must therefore freely consider contradictory advice and ideas. At the same time,
to make the most of the analytic decision-making process, leaders need to consider non-
expert perspectives.
● Signs you need to use a different approach. Decision paralysis is the most important
warning sign of overuse of the logical decision form. When you find yourself living in a
state of over-analysis or overthinking without taking action or making a decision, this
strategy must be removed.
3. CONCEPTUAL DECISION-MAKING
Compared with the guideline or empirical approaches, the relational decision-making process
takes a more collaborative approach. Conceptual decision makers promote innovative thinking
and teamwork and take a wide variety of viewpoints into consideration. These decision makers
are based on success and want to look well into the future when it comes to making critical
decisions.
● When to use Conceptual Decision-Making. Apply logical decision taking to issues
involving several conflicting ideas. This decision style is ideally suited to circumstances
that are marked by unpredictability and tailored to creative and inventive approaches.
You see no immediate solution in these situations but trends emerge over time.
● A leader's role in Conceptual Decision-Making. To be successful in analytical decision
taking, leaders need to create an atmosphere that fosters experiments designed to
uncover instructive trends over time. Leaders will need to make a point of growing
coordination and interaction. Build groups of people who can share new ideas and assist
with difficult decision taking and execution.
● Signs you need to use a different approach. If the decision you need to make includes a
situation that needs structure and established outcomes, a conceptual approach should
not be employed. Often, decisions that need to determine immediate consequences and
situations in which there is no space for error are not subject to logical decision taking.
4. BEHAVIORAL DECISION-MAKING
Behavioral decision-seek to make sure that everyone is working together well. Like the
conceptual method, behavioral decision-is group-oriented; however, the community is given the
choices available to them, rather than brainstorming alternative solutions. From there the
community will discuss each choice's pros and cons. This decision-making method takes into
account several different viewpoints and views in the process.
● When to use behavioral decision-making. The behavioral style requires proactive
communication, as with conceptual decision-making. This style takes a more
introspective approach by discussing solutions that have worked in the past, rather than
attempting to disclose new patterns.
● A leader's role in behavioral decision-making. Leaders in this style of decision-making
need to open lines of communication. Again, build groups of people who can contribute
their opinions and promote democratic debate. Don't only impose a course of action
when using the behavioral decision-making method.
● Signs you need to use a different approach. If group discussion sessions cannot reach a
resolution, a new strategy will need to be considered. Conversely, if new ideas never
come up or no one questions views, then behavioral decision-making might not be the
best choice. Although this style of decision works for the good of the community as a
whole, a clear and definitive leader is required to get things done.

VALUES AND CULTURE IN ETHICAL DECISION MAKING: (Christine Chmielewski

2004)
Ethical standards are the standards of our environment that are acceptable to most people. In
the western world these standards are, in large part, based on Judeo-Christian principles.
Generally referred to as mores, ethical standards are what the majority accepts as good, and
the way they behave without imposed rules and regulations. Within our societal structure,
sanctions are often imposed on those who fail to follow ethical standards, and laws dictate
consequences for those found guilty of unethical behaviors.
The foundation of ethical decision-making involves choice and balance; it is a guide to discard
bad choices in favor of good ones. Therefore, in making ethical decisions, one of the first
questions to consider is “what would a reasonable man do in this situation?”

The Rule of Private Gain. If you are the only one personally gaining from the situation, is it at
the expense of another? If so, you may benefit from questioning your ethics in advance of the
decision.
If Everyone Does it. Who would be hurt? What would the world be like? (This questions can
help identify unethical behavior?
Benefits vs. Gain. If benefits do result, do they outweigh the burden?
Neutral vs. Prescriptive. Those who operate in a neutral mode are reluctant to tell students
what to do, preferring instead to let students discover the appropriate action with minimal
guidance. On the other end of this continuum, a prescriptive advisor uses the authority of the
position to express opinions and make recommendations.
Encouraging Vs. Discouraging. On one extreme, advisors look for ways to give positive
messages to students while withholding any criticisms.
Judgmental vs. Nonjudgmental. This continuum only exists within the advisor, not in the
advisor's interactions with students. Judgmental advisors scrutinize everything, accepting
nothing at face value.
Nonjudgmental advisors accept what students or colleagues tell them without criticism (Buck, et
al.,
2001).
(To be ethically successful, it is paramount that we understand and respect how values impact
our social environment. How we perceive ourselves and operate within our environment is so
important.

Without the emphasis on ethics, organizations can miss the opportunity to reinforce
responsibility for their internal and external environment. This failure can lead to an outcry of
negative public opinion, or even worse, legal issues. The measure of ethical success within
institutions of higher learning has always been important, but no more so than in today's
environment of regulatory and public scrutiny. Advisors, as a part of their institution, are
accountable to it in a legal and moral sense. It is important that advisors operate within the
constraints of ethical standards. We do a disservice to ourselves, our students, our institutions,
and our profession if we do not address these issues regularly.