Lecture 7 Decision making

Question 1

Decision making

Answer 1

Complex, cognitive process employed to choose a particular course of action; implies that there was doubt about several courses of action and that a choice was made to eliminate the uncertainty.

Question 2

Problem solving

Answer 2

Systematic process that focuses on analyzing a difficult situation; is a part of decision making and differs from decision making in that it requires problem identification.

Question 3

Critical thinking

Answer 3

Mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion.

Question 4

Clinical reasoning

Answer 4

Integrating and applying different types of knowledge to weigh evidence, critically think about arguments, and reflect upon the process used to arrive at a diagnosis.

Question 5

Characteristics of successful decision makers

Answer 5

1. Courageous.
2. Self-aware.
3. Sensitive.
4. Energetic.
5. Creative.

Question 6

The first step in the managerial decision-making model is _

Answer 6

Setting objectives.

Question 7

Vicarious learning to increase problem solving and enhance decision-making skills

Answer 7

1. Case studies: Provide stories that impart learning.
2. Simulations: Provide opportunities for learning with no risk to patients or organizational performance.
3. Problem-based learning (PBL): Provides opportunities for learners to address and learn from authentic problems vicariously.

Question 8

Experiential learning

Answer 8

1. Provides mock life experiences to learn from.
2. Allows learners to apply leadership and management theory.
3. Promotes whole-brain thinking and improved problem-solving skills.

Question 9

The traditional problem-solving process

Answer 9

• Must perform in order*:
  1. Identify the problem.
  2. Gather data to analyze the causes and consequences of the problem.
  3. Explore alternative solutions.
  4. Evaluate the alternatives.
  5. Select the appropriate solution.
  6. Implement the solution.
  7. Evaluate the results.

Question 10

The managerial decision-making model

Answer 10

• First step is essential, but the others may be more flexible, depending on the problem:
  1. Determine the decision and the desired outcome (set objectives*).
  2. Research and identify options.
  3. Compare and contrast these options and their consequences.
  4. Make a decision.
  5. Implement an action plan.
  6. Evaluate results.

Question 11

The nursing process is an example of _

Answer 11

Both a problem-solving and a decision-making model.

Question 12

Intuitive decision-making model

Answer 12

1. First impulse - part of naturalistic decision making.
2. Attempts to understand how decisions are made quickly in complex real-world settings.
3. Pattern recognition and experience guide the decision making.

Question 13

Critical elements in problem solving and decision making

Answer 13

1. Define objectives clearly.
2. Gather data carefully.
3. Take the time necessary.
4. Use an evidence-based approach.
5. Generate many alternatives.
6. Think logically.
7. Choose and act decisively.

Question 14

Autocratic decision-making style

Answer 14

1. “Decide and announce” approach.

2. Not very effective, but should be used in crisis situations.

Question 15

Democratic decision-making style

Answer 15

1. Group input solicited.

2. Promotes autonomy and cohesiveness among staff.

Question 16

Shared governance

Answer 16

1. Egalitarian organizational governance shared among board members, committees, staff, and management, impacting decision making and communication.
2. Analogous to a democratic decision-making style.

Question 17

Individuals who remain and advance in organizations are those who _

Answer 17

Express values and beliefs congruent with the organization.

Question 18

Effect of organizational power

Answer 18

1. Powerful people are more likely to have decisions made (by themselves or their subordinates) that are congruent with their own preferences and values.
2. People wielding little power must always consider the preferences of the powerful when they make management decisions.
3. Choices are not equally available to all people.

Question 19

Economic Man (Simon, 1965)

Answer 19

1. Makes decisions in a very rational manner.
2. Has complete knowledge of the problem or decision situation.
3. Has a complete list of possible alternatives.
4. Has a rational system of ordering preference of alternatives.
5. Selects the decision that will maximize utility.

Question 20

Administrative Man (Simon, 1965)

Answer 20

1. Makes decisions that are “good enough.”
2. Because complete knowledge is not possible, knowledge is always fragmented.
3. Because consequences of alternatives occur in the future, they are impossible to predict accurately.
4. Usually chooses from among a few alternatives, not all possible ones.
5. The final choice is satisficing rather than maximizing.

Question 21

Decision grids

Answer 21

Visually examine alternatives and compare each against the same criteria.

Question 22

Payoff tables

Answer 22

1. Use historical data to determine probabilities.

2. Examples: Those that determine census; number of operations done annually; determine costs of educational program.

Question 23

Decision trees

Answer 23

1. Help guide thinking toward a desired outcome.

2. Examples: Restraint usage; fall scales.

Question 24

Program Evaluation and Review Technique (PERT analysis)

Answer 24

Flowchart that shows when events and activities must take place in order for the final event to occur.

Question 25

No matter how objective the criteria, _ will always play a part in a person’s decision making, either consciously or subconsciously.

Answer 25

Value judgments.

Question 26

Left-brain thinkers tend to be _

Answer 26

Analytical and linear, favoring mathematics, reading, planning, and organizing.

Question 27

Right-brain thinkers tend to be _

Answer 27

Creative and intuitive, favoring images, music, colors, and patterns.

Question 28

The rational approach to problem solving begins with _ and ends with _.

Answer 28

A fixed goal; an evaluation process.

Question 29

Naturalistic decision making blends intuition and analysis, but _ and _ guide decision makers when time is limited.

Answer 29

Pattern recognition and experience.