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?
