When Your Go-To Problem-Solving Approach Fails.

This article explores the various ways in which individuals approach decision-making, taking into account different contexts and the people involved. It introduces five decision-making archetypes, each with their own strengths and blind spots. The concept of "situationality" is discussed, which refers to the combination of external and internal factors that can influence decision-making. The article provides a case study of a CEO facing communication challenges with a co-founder and offers a rubric with eight questions to help individuals understand how they make work-related decisions in different situations. It also emphasizes the significance of considering one's career stage when making decisions, using a case study of a lab scientist turned CEO. The article suggests strategies for effective decision-making, such as adopting different perspectives, examining decision ownership, and questioning assumptions. It highlights the importance of recognizing and utilizing one's problem-solving profile to make better decisions. Lastly, the article emphasizes the value of connecting with others and building relationships in the decision-making process. [Extracted from the article]