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14 min 02 sec
Available in:English

Decision Making and Problem Solving: Break Through Barriers and Banish Uncertainty at Work

A plain toolkit for thinking at work: how to tell deciding, solving and creating apart, the short routine for each, and how deliberate pauses let your subconscious hand you better answers.

Table of Content

If hard calls at work leave you stuck, the missing piece may be method, not talent. In Decision Making and Problem Solving, British leadership theorist John Adair argues that good thinking follows steps anyone can learn and practice. He also refuses the old split between logical people and creative ones. An engineer needs imagination to design a more efficient engine, and an artist needs logic to choose a paint that will actually dry on its surface.

Adair divides practical thinking into three related skills: choosing an action, clearing an obstacle and producing ideas. Each has a short routine of its own. The thread through all of it is simple: name the kind of thinking a moment needs, follow its steps, and give your subconscious time to do part of the work.

The tools are small enough to carry around: five steps for a decision, three for a problem, four for a new idea, and a fair way to judge your own choices when they turn out badly.

Most of your day runs on autopilot until something unexpected breaks the routine. Adair argues that what you do in that moment depends on spotting which of three different jobs your mind has just been handed.

Some people study a situation for days and never reach a view. Others judge an idea before they have one. One way to check either habit is to ask whether one of the mind’s basic operations has been left out.

The solution that refused to come all afternoon sometimes appears in the shower or in the middle of the night. Adair treats this as a skill you can train, starting with something as small as a walk to the water fountain.

Your mind already jumps around when it makes a choice, and Adair has no plan to stop that. What he offers instead is a short checklist that shows, afterward, exactly which part of the thinking you skipped.

Two drivers come back to find parking tickets on their windshields. Only one of them made a poor choice. Adair uses the pair to show why a disappointing result should not always shake your confidence.

A holiday drive to a friend’s house turns into a drive through a heavy storm. Adair uses that moment to show where solving a problem ends and where deciding begins.

What could a pipe organ possibly have to do with planting a field of crops? One eighteenth-century farmer found the link, and his story shows how anyone can train themselves to make creative connections.

Adair starts by questioning the idea that people are either logical or creative, and by the end the split has nowhere to stand. The same three moves, taking apart, putting together and judging, run under every decision, every fix and every new idea. The same Depth Mind works on all of them while you walk, shower or sleep. The thread running through all of this is the habit of thinking about your own thinking.

Adair is also forgiving about mess. Bouncing between steps, or circling back to repeat one, is normal. The steps are there to check your thinking, not to police it.

The next real decision you face is a good place to begin. Write the five steps on a page and fill them in, then take a break, even a short walk to the water fountain, before you choose. If an earlier choice went badly, sort it honestly: missing information, or information ignored. And read one thing this month from a field you know nothing about, the way an organist once looked at a field of seed.

Tull did not need a different mind to invent his drill. He needed two worlds in the one he had.

About this book

What is this book about?

Many people are told early on that they are either logical or creative, and they carry that label into their working lives. Adair questions that split, and the book's introduction gives two simple examples. An engineer needs creativity to design a more efficient engine, and an artist needs logic to match the right paint to a surface so that it dries properly. Adair separates practical thinking into three related skills: making decisions, solving problems and generating new ideas. Beneath all three he finds the same mental operations, which are analyzing, synthesizing and valuing. He adds what he calls the Depth Mind, which is the subconscious put to deliberate use. Each skill comes with its own short routine: five steps for a decision, three steps for an obstacle, and four steps for a creative idea. Listeners come away with a way to name the kind of thinking a situation calls for, and a method they can write down and follow. They also get a fair way to judge past choices, by telling a wrong decision from a bad one. Finally, there are practical habits that make good thinking easier to repeat, from short breaks to reading and learning outside your own field.

Book Information

Rating:

Genre:

Management & Leadership

Topics:

Critical Thinking, Decision-Making

Publisher:

Hachette

Language:

English

Narrator:

Meredith

First published:

July 26, 2022

Pages:

120

Length:

14 min 02 sec

Get the book:

Amazon

Who it's for

  • Stuck on important decisions

    Professionals who freeze on important calls and want a simple method they can write down and follow.

  • New managers and leads

    New managers and team leads who must decide, fix problems and generate ideas, often in the same meeting.

  • Told they aren't creative

    People who were told they are not creative and want practical ways to prove otherwise.

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About the Author

John Adair

John Adair is a British academic and leadership theorist, born in Luton, England, on 18 May 1934. His books cover leadership in business, the military and other settings. Before turning to academic work, he held jobs in a number of fields, including work in a hospital operating theater and on an Arctic trawler.

Ratings & Reviews

Ratings at a glance

4

Overall score based on 114 ratings.

What people think

Listeners report mixed feelings regarding the state of pre-owned copies, though they highly value the work's emphasis on practical use. Furthermore, they believe the content offers beneficial methods for career advancement, with one listener pointing out that it provides valuable tips on how to solve problems. They also note that the material functions as a solid guide for strengthening general decision-making capabilities.

Top reviews

Por

Finally got around to reading this classic on strategic thinking and it did not disappoint me one bit. Adair focuses heavily on practical application, which is exactly what I needed for my current role in middle management. The strategies for professional growth are laid out clearly without the typical jargon you find in modern business books. In my experience, the chapters on identifying core obstacles were the most transformative for my daily routine. My copy was in great shape, unlike what some other reviewers have mentioned recently. This serves as a primary resource for improving overall decision-making skills and actually provides concrete steps rather than vague theories. It is a quick but dense read.

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Pear

Adair has a way of stripping away the corporate fluff to get to the core of cognitive hurdles. I found that his focus on practical application is what sets this apart from more theoretical management books. The text provides helpful strategies for professional growth that you can implement the very next morning at the office. Not gonna lie, some of the examples feel a bit dated, but the underlying logic remains sound for any leader. It serves as a good resource for improving overall decision-making skills without requiring a PhD in psychology. This is exactly the kind of direct, no-nonsense advice I appreciate when my schedule is packed. Definitely worth a look for new managers.

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Win

Honestly, I was surprised by how much I actually applied these concepts to my actual workflow. Picked this up during a particularly rough patch at the office when my team was struggling with a complex project. The book provides very specific tips on how to solve problems by breaking them down into manageable components. I particularly appreciated the sections on group dynamics and collective decision-making, which helped me navigate several heated board meetings. While the tone is quite formal, the practical application of the advice is immediate. It serves as a good resource for improving overall decision-making skills regardless of your specific industry. It is a solid addition to my professional library and one I will likely revisit.

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Kwan

After hearing several colleagues recommend Adair’s methods, I decided to give this a fair shake. The book is remarkably concise, which I appreciate given how most management books tend to ramble on for hundreds of pages. It gives valuable tips on how to solve problems by using a structured, three-circle model that actually makes sense in practice. I found that the text provides helpful strategies for professional growth, especially for those who struggle with over-analyzing every small detail. My only minor criticism is that the tone can be a bit stiff at times. Nevertheless, it is a strong resource for anyone looking to sharpen their mental toolkit. It definitely helped me feel more confident in my leadership choices.

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Bae

The truth is, this serves as a decent introductory text for anyone new to leadership roles, though it lacks depth. While it is a good book to read for a general overview, many of the tips of how to solve problems felt like common sense to me. I was expecting more advanced psychological frameworks given Adair's reputation in the field. To be fair, the writing style is accessible and the chapters are short enough to digest during a commute. It is a fine resource for improving overall decision-making skills if you are just starting out. However, seasoned executives might find the content a bit too elementary for their needs. It is a middle-of-the-road guide that stays safe.

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Suthee

Look, the content itself is solid enough if you can ignore the poor physical quality of the used versions currently circulating. My copy arrived with significant wear and some markings, though thankfully not the permanent pen issues others have suffered from. Personally, I found the text to be a good resource for improving overall decision-making skills within a team structure. Adair's approach is methodical and provides a clear framework that anyone can follow regardless of their industry. While it isn't the most exciting read I've picked up this year, the practical application of his problem-solving steps is undeniable. It is a functional guide that does exactly what it says on the cover without any extra flair.

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Tim

This book provides some genuinely valuable frameworks, yet it suffers from an overly academic tone that slows the reader down. I bought this to find tips of how to solve problems more efficiently, and while the information is there, it requires some effort to extract. To be fair, Adair is a legend for a reason, and his focus on the practical application of logic is helpful. However, I found myself wishing for more modern case studies to illustrate his points more vividly. The strategies for professional growth are present, but they feel like they belong in a classroom rather than a boardroom. It is a decent resource, but it didn't quite blow me away like I hoped it would.

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Pat

Why does every business book feel like a thirty-page essay stretched into a full volume? Adair certainly has a reputation in the field, but I found his writing style to be somewhat dry and repetitive. To be fair, he does give tips on how to solve problems that are theoretically sound, yet the delivery feels incredibly dated for today's fast-paced environment. I struggled to stay engaged during the middle chapters where the tone becomes overly academic and detached from real-world scenarios. It is not a total loss, as there are some helpful strategies for professional growth buried in the text. You just have to dig through a lot of fluff to find the actual nuggets of wisdom.

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Nuk

Extremely disappointed with the state of the copy I received from the seller. Frankly, the book was unusable because a previous owner had scribbled over half the pages with a thick permanent pen. It is impossible to focus on John Adair’s insights when you are squinting through layers of black ink and messy margins. To be fair, the bits I could actually read seemed like they offered decent tips for solving problems in a professional setting. However, I cannot recommend purchasing this as a used item since the quality control seems non-existent. I was hoping for a handy resource for professional growth but ended up with a paperweight. If you buy this, just get it new or look elsewhere.

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Rodrigo

I've been looking for a definitive guide on leadership for months, but this was a significant letdown. Not only was the copy I received heavily written in with permanent pen, making it almost illegible, but the content itself felt incredibly rudimentary. I expected high-level strategies for professional growth, but instead, I got basic bullet points that I could have found in a free blog post. The physical condition of the book was a major deterrent, yet the writing style didn't do much to save the experience. It is frustrating to pay for a resource that offers so little in terms of actual innovation. Save your money and find a more modern approach to problem solving.

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Questions about this book

Adair argues that practical thinking is a learnable skill made of three related types: decision-making, problem-solving and creative thinking. Each has a short routine, five steps for decisions, three for problems and four for ideas. Beneath them run three mental operations, analyzing, synthesizing and valuing, along with the Depth Mind, his term for the subconscious put to deliberate use. Logic and creativity, in his view, work together rather than against each other.

Define your objective, gather the relevant information, come up with workable options, make the choice, then carry it out and evaluate the results. Adair says the steps do not have to run in strict order, because minds naturally jump around. Their value is as a check that nothing was missed. He suggests writing the steps out with notes at first, since the conscious mind can only track a limited number of details.

A wrong decision only proves wrong afterward, because you did not have all the relevant information, like a parking sign knocked over by the wind. A bad decision comes from a faulty process, such as ignoring a clearly posted fee to grab a coffee and then paying a fine ten times larger. Adair’s point is that careful process prevents bad decisions, while wrong ones help you improve the process.

Adair recommends relying on your subconscious more by building pauses into your thinking. Start with tiny breaks, like a walk to the water fountain, then add longer ones when time allows: a shower, a run, gardening, a nap or a full night’s sleep. In his four-step creative process, this is the incubation stage, which follows careful preparation and comes before the moment of insight and the final validation.

It suits people at work who face frequent choices and obstacles and want a structure simple enough to use straight away, including new managers and team leads. It also fits readers who believe they are logical but not creative, or the reverse. Adair argues both abilities can be strengthened, and he offers concrete habits, from note-taking to reading novels and asking relatives about their jobs.

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