A decision attitude toward problem solving is used extensively in management education. It portrays the manager as facing a set of alternative courses of action from which a choice must be made. The decision attitude assumes it is easy to come up with alternatives to consider, but difficult to choose among them. The design attitude toward problem solving, in contrast, assumes that it is difficult to design a good alternative, but once you have developed a truly great one, the decision about which alternative to select becomes trivial. The design attitude appreciates that the cost of not conceiving of a better course of action than those that are already being considered is often much higher than making the “wrong” choice among them. The decision attitude toward problem solving and the many decision-making tools we have developed for supporting it have strengths that make them suitable for certain situations. In a clearly defined and stable situation, when the feasible alternatives are well known, a decision attitude may be the most efficient and effective way to approach problem solving. But when those conditions do not hold, a design attitude is required.
Source: Managing as Designing