This report covers the basics of improving problem-solving and decision-making skills. It also includes a model for you to apply to personal problems that can help you achieve resolution.
It is a decision making framework based on the Jungian cognitive functions. The Z-Process focuses on working through the four ways people gather information and the four ways they make decisions. The Z-Process aligns with Visual Type™.
The relative size of the boxes in Visual Type™ can be a good representation of how much time a person is likely to focus on the complementary questions and often skipping questions in the smallest boxesLook to the present and immediate needs and explore what is currently available
Experiencing the immediate context; noticing changes and opportunities for action; being drawn to act on the physical world; accumulating experiences; scanning for visible reactions and relevant data; recognizing “what is”
Look to the past, traditions and what worked and focus on consistency
Reviewing past experiences; “what is” evoking “what was”; seeking detailed information and links to what is known; recalling stored impressions; accumulating data; recognizing the way things have always been
Look to the new and different ideas and explore many possibilities
Interpreting situations and relationships; picking up meanings and interconnections; being drawn to change “what is” for “what could possibly be”; noticing what is not said and threads of meaning emerging across multiple contexts
Look to how things connect, the future and predict possible outcomes
Foreseeing implications and likely effects without external data; realizing “what will be”; conceptualizing new ways of seeing things; envisioning transformations; getting an image of profound meaning or far-reaching symbols
Decide based on measurable goals and drive towards objectives
Segmenting and organizing for efficiency; systematizing; applying logic; structuring; checking for consequences; monitoring for standards or specifications being met; setting boundaries, guidelines, and parameters; deciding if something is working or not
Decide based on logically correct or incorrect and evaluate the best approach
Analyzing; categorizing; evaluating according to principles and whether something fits the framework or model; figuring out the principles on which something works; checking for inconsistencies; clarifying definitions to get more precision
Decide based on people's needs and empathize with others
Connecting; considering others and the group—organizing to meet their needs and honor their values and feelings; maintaining societal, organizational, or group values; adjusting and accommodating others; deciding if something is appropriate or acceptable to others
Decide based on ethically right or wrong and sync with individual values
Valuing; considering importance and worth; reviewing for incongruity; evaluating something based on the truths on which it is based; clarifying values to achieve accord; deciding if something is of significance and worth standing up for