IFSTA Decision Making (Ch 4) Flashcards
1
Q
Decision making “basic assessment” 4 questions
A
- Is the decision with my authority?
- Is there sufficient information available about the situation to make an informed decision?
- How will the decision affect the unit/organization?
- Is the problem worth the effort?
2
Q
Decision making: unit considerations
A
- Monitoring members
- Listening to concerns
- Watching for signs of stress, fatigue, loss of interest, resistance to change, others.
3
Q
Decision-making: 3 considerations of problems
A
- Whether decisions are generic (programmed) or exceptional (nonprogrammed)
- Generic: routine, made based on rules, regs, procedures, policies.
- Exceptional: nonrecurring, unique, significant
- Conditions to which decisions are subject
- Choice of decision-making models used.
4
Q
Conditions that affect decisions
A
- Certainty: decisions have known results and require specific resources. Generic usually involve certainty.
- Risk: decisions have probable consequences, though unknown outcomes possible. Exceptional = risk
- Uncertainty: decisions have completely unkown consequences due to lack of information. Exceptional = both risk and uncertainty.
5
Q
2 generally accepted decision-making models
A
- Rational (classical) model
- Leader gathers information, makes decision based on best possible alternative. Usually applied to exceptional decisions with high risk & uncertainty
- Bounded rationality model
- Leader selects the decision that satisfies minimal requirements of situation. Usually applied to generic decisions with certain outcomes.
6
Q
Bounded rationality model decisions
A
- Leader selects decision that will satisfy the minimal requirements
- Usually applied to generic (programmed) decisions with certain outcomes.
7
Q
Advantages of group decision-making
A
- Better decisions
- Improved information
- Improved alternatives
- Improved understanding of decision
- Increased committment to decision
- Improved morale within team
- Increased motivation
- Trains members in the process
8
Q
Disadvantages of group decision-making
A
- Slower process
- Time may be wasted
- Decision may only meet minimum requirements
- Domination by a group member
- Potential for conformity
- Perceived stigma of not being part of a team
- Disenchantment with group process
- Potential barricade created if a member does not agree with the final decision
9
Q
Steps of decison-making process
A
- Classify the problem
- Define the problem
- List alternative options
- Determine best response
- Convert the decision into an action
- Test the action against desired outcome
10
Q
Classifying the problem
A
- Generic: recurring, possibly symptom of larger problem. Usually solved by application of rule, policy, principle. (Job-related back injuries)
- Exceptional: may occur only once. Must be dealt with by customized response. (chemical spill)
11
Q
Defining the problem
A
- Generic: requires more data to determine specific problem which may have major underlying issue, and note a trend.
- Exceptional: Requires gathering information quickly. Details of spill help define specific problem and contributes to decision process.
12
Q
Listing alternative options
A
- List various responses
- Limited by internal/extern politics, available resources, time)
- Lots of time = time to list alternatives.
13
Q
Determining the best response
A
- Best response = one that fully completely corrects the problem.
- Technically, morally, ethically, legally, politically, and financially correct.
- Some situations require multidimensional solution.
14
Q
Converting decision into action
A
- Assign responsibility for implementation
- Allot necessary resources
- Establish measurements for success
- Hold people responsible for implementation
15
Q
Testing action against desired outcome
A
- Use feedback of participants and self to determine if decision solved problem
- Exceptional = immediate feedback
- Generic = takes time
- Other problems created?
16
Q
Barriers to decision-making
A
- Psychological (internal)
- Organizational (external)
17
Q
Psychological barriers
A
- Fear
- Ego or self-esteem
- Indecisiveness
- Distrust
- Antagonism
- Jealousy
- Unetheical motives
18
Q
Barriers: Fear
A
- Failure
- Embarrassment
- Personal ridicule
- Physical harm
- Public exposure
- What’s the worst that can happen?
19
Q
Barriers: Ego or self-esteem
A
- Ego = not listening to advice of others
- Lack of self esteem = lack of self confidence needed to make decision
20
Q
Barriers: Indecisiveness
A
- Events will overtake need for decision
- Problem may overwhelm resources available
21
Q
Barriers: distrust
A
- Causes lack of trust in own ability to make correct decision and in others to provide accurate information to implement a decision.
- Result of low self-esteem
- Can cause paralysis
22
Q
Barriers: Antagonism
A
- Active opposition causes decision-maker to compromise, even though may not be best solution
- May be result of ego, personality differences, jealousy
- Overcoming
- Provide clear, concise communication
- Listen to concerns and ideas of others and accept them as valid
23
Q
Barriers: Jealousy
A
- Causes individual to act irrationally and block suggestions of others.
- Committee’s decision-making may be crippled
- Overcoming
- Good communication
- Treat others with respect
24
Q
Barriers: unethical motives
A
- Involves personal gain, enhanced self-image, personal protection at the expense of others
- Results in bad decisions
- Overcoming
- Subordinate personal agendas for the good of the organization
25
Q
Barriers: Oranizational (external)
A
- Lack of data
- Lack of accurate analysis
- Lack of resources
- Lack of management/membership support
- Lack of committment
- Lack of capacity
26
Q
Barriers: Lack of data
A
- Lack of accurate, sufficient, or timely information
- May result in
- No decision
- Wrong decision
- Compromise that does not resolve problem
- Overcome
- Gather accurate, reliable, recent, unbiased data
27
Q
Barriers: Lack of accurate analysis
A
- Leads to unacceptable decision even with accurate, recent, sufficient data
28
Q
Barriers: Lack of resources
A
- Delays decisions if resources not available
- May include
- finances
- personnel
- time
- equipment
- lack of enforcement
- Overcome
- Implement in phases
29
Q
Barriers: lack of management/membership support
A
- Dooms decisions to failure from the start
- Good intention that doesn’t become action
- Overcome
- Team building
- Open communication
- Empowerment of membership
30
Q
Barriers: lack of committment
A
- Leads to ineffective decisions
- Overcome
- Use oral and written communication skills and public statements of committment
31
Q
Barriers: lack of capacity
A
- Lacks authority or ability to make decisions
- Raises may rest with HR/admin, not C/O
- Enforce building codes with other officials
32
Q
Abilene paradox: symptoms
A
- Group members agree individually in private about problem
- Agree individually about solution
- Fail to accurately communicate desires/beliefs to each other
- Lack of communication leads to counterproductive decisions (or unethical)
- Process frustrates members
- Cycle repeats itself unless corrected through accurate communication
33
Q
Abilene paradox: avoid by
A
- Open, honest, direct, appropriate communication
- Membership involvement
- Appropriation of resources
- Ethical foundation
- Accurate, well-analyzed data
34
Q
Four-way test
A
- Rotary club by-laws (1943)
- Is it the truth?
- Is it fair to all concerned?
- Will it build goodwill and better relationships?
- Will it be beneficial to all concerned?
- Fire Officer version
- Is it based on well-analyzed facts?
- Is it based on ethical values held by the organization and community?
- Will it build strong internal/external relationships and reflect appropriate image of department?
- Will it benefit everyone affected?
