Aptitude
Decision Making and Problem Solving
Decision Making and Problem Solving — Quick Revision
One-page CGPSC CSAT revision for Decision Making — values ladder, prioritisation, criteria problems, scenario rules and ethics frameworks in tables.
Every rule and framework from Decision-Making Framework, Administrative Scenarios and Ethical Decision Making on one page, for the last week before Prelims Paper II.
How to use this sheet
Scan top to bottom the week before Prelims. Bold lines are the rules that decide most questions; the warning boxes are the traps CSAT options are built on. If a line surprises you, go back to the topic page and redo its speed drill.
The Method
| Step | Rule |
|---|---|
| 1. Read the role and the stem keyword | First step → safety or facts; best → complete response; long-term → system fix; least → the worst option |
| 2. Filter by law and integrity | Strike any option that breaks a rule, favours someone or conceals something |
| 3. Apply the values ladder | Life and safety > public interest and the vulnerable > fairness > efficiency > relationships and image |
| 4. Strike the extremes | Passive (wait, ignore), aggressive (suspend, ban, force first), buck-passing (refer elsewhere) |
| 5. Prefer the complete option | Relief now + root cause + communication + follow-up |
Decision-Making Concepts
| Concept | Key fact |
|---|---|
| Rational model | Define → Gather facts → Alternatives → Evaluate → Implement → Review |
| Problem vs symptom | Patients are the symptom; the contaminated well is the problem |
| Herbert Simon | Administrative Behavior (1947); Nobel in Economic Sciences 1978 |
| Bounded rationality | Limited information, time and mental capacity |
| Satisficing | First option that is good enough — right for emergencies |
| Programmed decision | Routine, rule-based (issuing a certificate) |
| Non-programmed decision | Novel, judgement-based (outbreak, dam breach) |
| Urgent–important matrix | Do (urgent + important) · Plan (important) · Delegate (urgent) · Drop (neither) |
Criteria-Based Problems
| Profile shows | Decision |
|---|---|
| All conditions met | Select |
| One condition fails and an exception covers it, all others met | Refer as the exception says |
| A condition fails and no exception covers it | Not selected — even if other facts are missing |
| No uncovered failure, but a needed fact is missing | Data inadequate |
Favourite MCQ trap: data inadequate
“Data inadequate” applies only if the missing fact could change the decision. A candidate who has already failed an uncovered condition is simply not selected.
Administrative Scenarios
| Fact | Detail (as of 2026) |
|---|---|
| Disaster Management Act, 2005 | NDMA – Prime Minister; SDMA – Chief Minister; DDMA – Collector (elected local representative as co-chair) |
| DM (Amendment) Act, 2025 | Disaster risk reduction in the definition; statutory SDRF; Urban DMAs; disaster databases |
| Prohibitory orders | Section 163 BNSS, successor to Section 144 CrPC from 1 July 2024 |
| Chhattisgarh Lok Sewa Guarantee Act, 2011 | Time-bound delivery of notified services; liability for default |
| Disaster cycle | Mitigation → Preparedness → Response → Recovery |
| Family | Best-option rule |
|---|---|
| Disaster | Act early on a credible warning; vulnerable first — Warn, Move, Feed, Restore, Review |
| Outbreak | Treat, Trace, Track, Talk |
| Grievance | Listen, Verify, Fix, Fix the system |
| Scarce resources | Need, not noise — transparent criteria |
| Law-and-order tension | Dialogue, Deploy, Decree — in that order |
| Court order / legal duty | Comply kindly — notice, rehabilitation, on time |
Favourite MCQ trap: report and wait
“Inform headquarters and await instructions” is passive when lives are at risk. Report while acting, not instead of acting.
Ethical Decision Making
| Framework | Content |
|---|---|
| Dilemma vs temptation | Right vs right (weigh, find the lawful middle) vs right vs wrong (reject) |
| Kidder’s paradigms (1995) | Truth vs loyalty · Individual vs community · Short term vs long term · Justice vs mercy |
| Nolan principles (UK, 1995) | Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty, Leadership |
| 2nd ARC, 4th report | Ethics in Governance (2007) |
| Gandhi’s talisman | Will the step help the poorest and weakest? |
| Conflict of interest | Actual, potential, perceived → Disclose, Recuse, Record |
| Five tests | Legal, Equal, Front-page, Talisman, File |
| Gifts | Not from anyone with official dealings — return politely and record |
| Wrongdoing | Verify, then report through the lawful channel; media is not the first step |
| Law | Key point |
|---|---|
| Prevention of Corruption Act, 1988 (amended 2018) | Giving a bribe made an offence; Section 17A prior approval |
| RTI Act, 2005 | Section 8(1)(j) exempts personal information (as amended by the DPDP Act, in force from November 2025) |
| Whistle Blowers Protection Act, 2014 | Complaints of corruption against public servants; protection for complainants |
Favourite MCQ trap: honest intentions
“I will stay on the committee and judge honestly” ignores the perceived conflict. The answer is disclose and recuse.
Don’t Confuse
| This | vs | That |
|---|---|---|
| First step — immediate safety or facts | Best — the complete response | |
| Satisficing — good enough, in time | Optimising — the perfect choice after all options | |
| Equal allocation | Equitable allocation by need | |
| Escalating what is beyond your powers | Passing the buck on what is within them | |
| Relief — immediate aid | Rehabilitation — restoring life and livelihood | |
| Grievance — seeks a remedy | RTI request — seeks information | |
| Recusal from one decision | Resignation from the post | |
| Whistleblowing through lawful channels | Leaking to the media first | |
| Compassion through the competent authority | Favouritism — bending rules for one person |
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