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LABORATORY MANAGEMENT > Decision Making & Problem Solving > Flashcards

Decision Making & Problem Solving Flashcards

1
Q

a cognitive process resulting in the selection of a belief or a course of action among several alternative possibilities

A

Decision making

  • selecting an alternative from a set of alternatives
  • produces a final choice, which may or may not prompt action
  • based on the values, preferences, and beliefs of the decision-maker
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2
Q

perspectives in decision making

A

a. psychological
b. cognitive
c. normative

*these perspectives are according to the decision theory in psychology

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3
Q

deciding CONSCIOUSLY & WITH FEELINGS

A

Psychological decision making

- examining individual decisions in the context of a set of NEEDS, PREFERENCES, VALUES that individual has or seeks

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4
Q

decision making regarded as a continuous process integrated in the interaction with the environment

A

Cognitive decision making

- deciding based on EXPERIENCE, KNOWN KNOWLEDGE

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5
Q

deciding based on HUMAN STANDARDS

A

Normative decision making

- the analysis of individual decisions concerned with the logic of decision-making, or communicative rationality

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6
Q

types of decision making

A

a. logical
b. naturalistic

*according to multiple criteria decision analysis (formulated the decision-making paradox)

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7
Q

applying the knowledge in a given area to make informed decisions

A

Logical decision making

  • an important part of all science-based professions
  • uses structured approaches
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8
Q

uses intuitive decision making

A

Naturalistic decision making

  • done in extreme situations, eg:
      • higher time pressure
      • higher stakes
      • ambiguous conditions
  • uses intuition
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9
Q

characteristics of a good decision

A
  1. based on a COMPLETE investigation
  2. identify & evaluate ALTERNATIVE SOLUTIONS
  3. selection of the best solution by IN-DEPTH ANALYSIS
  4. encompasses an EFFECTIVE STRATEGY to implement a solution
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10
Q

the human element/s in decision making

A

a. Prejudices
b. Peer pressure
c. Personal interest
d. Emotions

*these elements cloud the decision-making process

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11
Q

T/F:

human factors are not harmful, they should be recognized & given appropriate considerations

A

TRUE

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12
Q

this balances action, providing the participants the power & independence to consider the impact & act accordingly

A

Disclosure

- often an effective control method

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13
Q

steps in decision making

A
  1. recognition
  2. investigation
  3. definition
  4. identification of alternatives
  5. evaluation of each option
  6. selection of the best alternatives
  7. implementation of the solution
  8. follow-up on the success, progress of the decision
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14
Q

recognizing the problem

A
  • attention of the manager/chief MT is called through:
      • complaint from physician, employee/MT, or patient
      • flag or error in control data/automated machines
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15
Q

T/F:

the later the problem is detected the better priorities are set

A

FALSE

  • earlier detection = sooner priorities set
  • problems may be a random occurrence –> does not require the manager to be called
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16
Q

how to investigate the problem?

A

The following may be done to shed light in the nature & seriousness of the problem:

  • data collection
  • interviewing the staff
  • gathering info
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17
Q

defining the problem

A
  • identifying all the issues/aspects of the question
      • people
      • equipment, supplies
      • communication
      • workflow

“Once a problem has been defined the solution becomes obvious to all” - Lyndon Johnson
- formulating the correct question = 80% of the solution

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18
Q

deviation

A

one-time, random human error

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19
Q

effectual problem

A

symptom or surface sign that may hide the real cause of the problem

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20
Q

causal problem

A

the root cause of the problem

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21
Q

analytical tools to define a problem

A

a. root-cause analysis
- problems, causes, effects, solutions

b. fish bone analysis
- herring bone = causes
- factors = materials, methods, measurements, machines, environment, personnel

c. SWOT analysis
- strengths, weaknesses, opportunities, threats

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22
Q

the key for this step is to be aware of as many alternative solutions as possible

A

Identification of alternatives

  • the manager may wish to do the following:
      • solicit advice from other members
      • assign the problem to a committee to recommend solutions

*committee system
= slow, ineffective
= one of the best sources for ideas to resolve organizational problems

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23
Q

evaluation of each alternative

A
  • influenced by the judgments of the decision maker
  • the more important the decision, the more alternatives should be developed
      • analyze the advantages & disadvantages
24
Q

T/F:
the tendency to quickly adopt to the first viable solution may be time efficient but may lead to a lower quality decision/solution

A

TRUE

25
Q

the step wherein one chooses the one with the greatest acceptance with the time available for decision making

A

selection of the best alternative

26
Q

the manager determines whether the problem has been solved or the objectives were met

A

Implementation of the solution

- developing a plan to implement the final decision

27
Q

follow-up on the success, progress of the decision

A
  • to monitor compliance
  • the following key questions must be answered:
      • “did the chosen alternative work?”
      • “what are the unforeseen consequences that must be addressed because of the chosen alternative?”
  • all decisions have risks
  • the more uncertain the outcome of a chosen alternative, the greater is the risk
28
Q

decision making techniques

A
  1. Qualitative
    - personal judgment
    - solicitation of advice
    - systematic option review
  2. Quantitative
    - probability analysis
    - queuing theory
    - linear programming
    - simulation
  3. Vroom & Yetton’s Continuum of Decision Styles
29
Q

a vital resource in evaluating alternatives & making decisions

A

Personal judgment

  • choosing between competing options that grow with the following:
      • maturity
      • (life) experience
      • formal training
      • career advancement
30
Q

solicitation of advice

A
  • asking for opinions
  • organizing a committee
      • most common form of solicitation
  • seeking a consensus from colleagues
  • delegating the task to staff members
31
Q

brainstorming

A

freely throwing out ideas for later evaluation without regard to validity

32
Q

people with a variety of backgrounds brought together

A

Synectics

- aka “troubleshooting team”

33
Q

method used in making decisions in which forecasting future events or trends is important

A

Delphi method

  • input & opinions, experiences are solicited on questionnaires before a meeting
  • results are discussed & voted on anonymously
34
Q

method used in highly structured meetings

A

Nominal grouping

  • individuals write down their original ideas & present them
  • members then vote & rank the order of suggestions/ideas

*PROS: discourages peer pressure, encourages creativity

35
Q

systematic option review

A
  • uses a T chart

- - a technique for evaluating the alternative solutions by writing down the pros & cons of each option

36
Q

useful when faced with several different options under conditions with significant risks/uncertainty

A

Probability analysis

- can be priori, empirical, or subjective

37
Q

predictions obtained by deductions based on ASSUMED CONDITIONS

A

Priori probability

  • example: coin toss
      • assumed conditions = heads or tails
38
Q

probability factors are determined from the recordings OF ACTUAL EVENTS over a specific period of time

A

Empirical probability

  • calculating the number of times each event occurs
  • example: predicting the TAT for a STAT test response
39
Q

prediction based on the KNOWLEDGE & EXPERIENCE of the decision maker

A

Subjective probability

  • examples:
      • how much longer will a reagent last on the instrument?
      • how sooner will the results be ready?
40
Q

charts to present the probability analysis

A

a. payoff matrix
- compares the probability potential of alternatives identified
- the alternative with the greater payoff should be chosen

b. decision tree
- demonstrates the probability potential of selecting a particular course of action at specific decision option points

41
Q

quantitative decision making technique applied in computer programs

A

Queuing theory

  • ideally suited to the fluctuating & unpredictable workflow of the medical lab.
  • determines the appropriate staffing level of “servers” (phlebs, techs, instruments), like:
      • ave. no. of units requesting/arriving for service during a designated time period
      • ave. no. of units waiting for service
      • ave. waiting time
      • ave. processing time of a unit
      • max. time to wait for results
42
Q

takes into account the pre-analytical & post-analytical processes of the lab

A

Linear programming

  • allocates limited resources among competing needs
      • considers machine/analyzer, TAT, specimen requirement, throughput, tests available & price
43
Q

linear programming resolves the following problems:

A
  • limits & restraints on the availability of resources (eg. staff, time, expenses)
  • allocations of limited resources among competing needs
  • maximize income & minimize losses
44
Q

questions/variables with linear programming

A
  • does the instrument perform all the test required? is additional equipment needed?
  • are the throughput & TAT acceptable?
  • is the price within the lab budget?
45
Q

designing models to imitate real life conditions so the different intervention scenarios can be compared

A

Simulation

  • uses the computer to calculate trial inputs & resulting output to explore alternatives before facing reality
  • more sophisticated computer simulation = more useful to the chief MT –> all possible variables & their influences are best isolated/identified
46
Q

formulas in a payoff matrix

A

a. PI = P x profit
- PI = potential income
- P = possible volume

b. PO = PI x probability
- PO = expected payoff
- probability = subjective potential
- - if subjective potential is not mentioned, it is understood that there is 100% probability for P to be achieved

47
Q

decision making technique designed to help identify the best decision-making approach & leadership style to take, based on the current situation

A

Vroom & Yetton’s Continuum of Decision Styles

  • by Victor Vroom & Philip Yetton
      • “Leadership & Decision Making” (1973)
  • the graph is formulated based on the seven questions about:
      • decision quality
      • commitment
      • problem info
      • decision acceptance
      • which leaders can determine the level of the followers’ involvement in the decision
48
Q

decision styles according to Vroom & Yetton

A

a. autocratic
- AI
- AII

b. consultative
- CI
- CII

c. group
- GI
- GII

d. delegation
- DI

49
Q

the individual solves the problem or makes the decision her/himself using the info available to him/her

A

AI

  • takes the least time to make a decision
  • subordinates are most resistant to the change
50
Q

the individual solve the problem or makes the decision her/himself using info from subordinates

A

AII

  • subordinates may or may not be aware of the decision-making process & their role in it
  • takes lesser time to make a decision
  • subordinates are more resistant to change
51
Q

the individual shares the problem with relevant subordinates individually & gets their ideas

A

CI

  • decision is made after sharing the problem, either accepting or rejecting the subordinates’ advice
  • takes less time to make a decision
  • subordinates are a bit more resistant to change
52
Q

the individual shares the problem with relevant subordinates at a group meeting, getting their ideas

A

CII

  • decision is made after group meeting, either accepting or rejecting the subordinates’ advice
  • takes an ample time to make a decision
  • subordinates are resistant to change
53
Q

the individual shares the problem with subordinates individually & together analyze the problem

A

GI

  • both the subordinate & the individual arrive at a mutual solution where both of them contribute
  • takes a long time to make a decision
  • subordinates are less resistant to change
54
Q

the individual shares the problem with relevant subordinates at a group meeting & together analyze the problem at a group decision

A

GII

  • the individual tries not to influence the group; the individual is willing to accept & implement what the group recommends
  • takes longer time to make a decision
  • subordinates are less resistant to change
55
Q

the individual delegates the problem to a subordinate, providing him/her with relevant info

A

DI

  • the subordinate is given the sole responsibility for the problem
  • takes the longest time to make a decision
  • subordinates are least resistant to change

LABORATORY MANAGEMENT (14 decks)

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