{'fraction_non_alphanumeric': 0.014131338320864505, 'fraction_numerical': 0.0, 'mean_word_length': 5.174358974358975, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Solving Future Problems in the Tourism, Hospitality and Events Sectors

The management of tourism, hospitality and events is often consumed with solving problems. Whether it be the daily operation of the business or planning for the future, the manager must make decisions concerning problems that are faced by the organisation. Senior management are often responsible for solving the more complicated problems and issues. These may include having to deal with external stakeholders and the public, who have vested interests in particular outcomes. Solving problems at scale creates challenges for the manager of an organisation or destination. This chapter considers the ways in which problems can be evaluated and solved and alternatives for some of the bigger issues that senior managers and organisations face. It opens with a discussion of traditional approaches to solving problems; those which individuals generally take in their day-to-day lives. It is argued that this does not work well for the types of issues faced by senior managers. Two alternative approaches are introduced which can provide insights into problems and assist in unravelling the issues involved in complex decision-making.