Barriers to Managerial Problem Solving

i. Relaxed Avoidance

Managers decide not to decide or act after noting that the consequences of the inaction are not grave.

ii. Relaxed Change

Manager decides to take some action noting that the consequences of doing nothing will be serious. He takes the first alternative and avoids careful analysis.

iii. Defensive Avoidance

Seeks a way out. A resigned attitude where the manager is unable to handle the problem and may pass it on to others.

iv. Panic

He feels pressured by the problem and by time, resulting in a high level of stress which may lead to agitation or irritability.