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Choose always the way that seems the best, however rough it may be. Custom will soon
render it easy and agreeable.
Pythagoras
Definition :
Decision making can be regarded as the mental processes (cognitive process) resulting in the
selection of a course of action among several alternatives. –Wikipedia
Decision making is the process of selecting one course of action from alternatives.
Orientation stage- This phase is where members meet for the first time and start to
get to know each other.
Conflict stage- Once group members become familiar with each other, disputes, little
fights and arguments occur. Group members eventually work it out.
Emergence stage- The group begins to clear up ambigiuity in opinions is talked
about.
Reinforcement stage- Members finally make a decision, while justifying themselves
that it was the right decision.
2. Inclusive, Not Exclusive. All parties with a significant interest in the issues should be
involved in the collaborative process.
8. Respectful. Acceptance of the diverse values, interests, and knowledge of the parties
involved in the collaborative process is essential.
9. Accountable. The participants are accountable both to their constituencies and to the
processthat they have agreed to establish.
10. Time Limited. Realistic deadlines are necessary throughout the process.
The 9 step decision making model is proposed by David Welsh in his book 'Decisions,
Decisions'.
Besides the most obvious choices available to you, what other kinds of options can you think
of?
Step 3 - Identify the implicated values
What values are at stake here? If it's an easy or unimportant decision you may not necessarily
do this step. But if the decision has a major impact on your wealth, your health or self-
respect, then it's useful to be aware of it.
Having identified the main alternatives and the values, now decide on which time and energy
to spend making the decision itself. More important decisions are given more time and
energy. He suggests that busy people and nervous wrecks made worse decisions than other
people.
This step of the 9 step decision making model involves making another decision. The time
and energy you plan to devote will affect the strategy you choose.
And because the strategy you choose may profoundly affect your decision it's important to
choose an appropriate one.
When you examine your options in more detail you may discover other options with different
implicated values. He points out that occasionally you may have to go back to step three to
five and make revisions.
This is where you compare the options available to you. Again he suggests that seeking
advice from an expert is often easier than making the decision on your own.
When you're finished doing the evaluation (only as much as it requires!), you make your
choice. He notes that people may still have difficulty at this stage because they fear the
consequences of making a bad decision.
A.Judgemental technique: This is the oldest technique of decision making and is subjective
in nature. As it is based on past experiences or intuition about future, it is frequently used for
making routine decisions. It is cheap and can be quickly done. But it is hazardous as there is
chance of taking a wrong decision. So this technique is rarely used in large capital
comminments.
D. Decision trees: A decision tree is a graphic method that can help the supervisor in
visualizing the alternative available, outcomes, risks and information for a specific needs for
a specific problem over a period of time. It helps her to see the possible directions that action
may take from each decision point and to evaluate the consequences of a series of decisions.
The process begins with a primary decision having atleast two alternatives. Then the
predicted outcome for each decision is considered, and the need for further decisions is
contemplated.
Main types
There are many types of decision making and these can be easily categorised into the
following 4 groups:
Rational
Intuitive
Recognition primed decision making
The ultimate decision making model
Rational decision making is the commonest of the types of decision making that is
taught and learned when people consider that they want to improve their decision making.
These are logical, sequential models where the emphasis is on listing many potential options
and then working out which is the best. Often the pros and cons of each option are also listed
and scored in order of importance.
Intuitive
The second of the types of decision making are the intuitive models. The idea here is
that there may be absolutely no reason or logic to the decision making process. Instead, there
is an inner knowing, or intuition, or some kind of sense of what the
right thing to do is.
Recognition primed...
Gather information from our environment in relation to the decision we want to make.
Pick an option that work. We rehearse it mentally and if we still think it will work, we go
ahead. If it does not work mentally, choose another option .If that seems to work, go with that
one. Also points out that as get more experience, recognise more patterns, and make better
choices more quickly.
The ultimate...
Firstly, before you even make a decision, you establish how and who you want to be.
You obviously want to be in a good state so that you can make good decisions. But you also
want to be true to yourself, and that means knowing who 'yourself' is.
Irreversible
This are those type of decisions, which, if made once cannot be unmade. Whatever is
decided would than have its repercussions for a long time to come. It commits one
irrevocably when there is no other satisfactory option to the chosen course. A manager should
never use it as an all-or-nothing instant escape from general indecision.
Reversible
This are the decisions that can be changed completely, either before, during or after
the agreed action begins. Such types of decisions allows one to acknowledge a mistake early
in the process rather than perpetuate it. It can be effectively used for changing circumstances
where reversal is necessary.
MadeinStages
Here the decisions are made in steps until the whole action is completed. It allows close
monitoring of risks as one accumulates the evidence of out- comes and obstacles at every
stage. It permits feedback and further discussion before the next stage of the decision is
made.
Cautious
It allows time for contingencies and problems that may crop up later at the time of
implementation. The decision-makers hedge their best of efforts to adopt the night course. It
helps to limit the risks that are inherent to decision- making. Although this may also limit the
final gains. It allows one to scale down those projects which look too risky in the first
instance.
Conditional
Such types of decisions can be altered if certain foreseen circumstances arise. It is an
‘either or’ kind of decision with all options kept open. It prepares one to react if the
competition makes a new move or if the game plan changes radically. It enables one to react
quickly to the ever changing circumstances of competitive markets.
Delayed
Such decisions are put on hold till the decision–makers feel that the time is right. A go-
ahead is given only when required elements are in place. It prevents one from making a
decision at the wrong time or before all the facts are known. It may, at times result into
forgoing of opportunities in the market that needs fast action.
1. Marginal theory
This theory stress on profit maximization .this theory focused on increases profit from
the decision. It related to health care cost and patient outcome
The trust of this theory is on the maximization of customer satisfaction (patient). The
manager acts as a administrative man rather than economic man
3. Mathematic theory
This theory is based on the use of models. This is also known as operational research
theory. The techniques generally used include linear programming. Theory of probability
stimulation models etc
Accepts a world with bounded rationality and views the decision maker as acting
only in terms of what he/she perceive about a given situation
The behaviour decision maker faces a problem that is not clearly defined . has
limited knowledge of possible action alternatives and their consequences
Experience and knowledge are two of the major factors affecting decision making. Decision
making within practice disciplines, such as nursing, involves more than the application of
theoretical knowledge. A deep understanding of the situation is required if treatment
approaches are to address the experience of illness as it relates to a particular patient. This
understanding evolves from knowledge and experience. Experience increases the cognitive
resources available for interpretation of data, resulting in more accurate decision making.
Creative thinking
Problem solving involves organisation of new and previously learned information to form
new responses to novel situations. The promotion of creative thinking through education calls
for teachers to endorse the creative thinkers' self-worth, listen to them, challenge learners to
develop new ideas and to question their taken-for-granted ideas, demonstrate critical thinking
ability, encourage breadth of reading, invite learners to talk about what they think and feel,
and to adopt a conversational approach
Self Concept
Perceptions of being less intelligent, less educated and less competent result in relinquished
authority to those perceived as being better. Those with an internal locus of control believe in
their ability to influence results, whereas, those possessing an external locus of control
believe that events are contingent upon the actions of others. Locus of control refers to the
extent to which a person believes they can control events and outcomes
The stressors involved with interpersonal conflict constitute another barrier to decision
making. Clinical decision making is a social activity involving health care team members and
the patient. The social context in which the clinician functions impacts upon decision making
Inadequate Staffing
That it is stressful to work when staffing levels are inadequate for the tasks required would be
disputed by few. Most nurses have frequently encountered circumstances when experienced
staff are replaced with novices. This situation places stress on staff of all levels and influence
the decision
Only hearing and seeing what we want. Each individual has their own unique set
of preferences or biases which blinker them to certain information. The best way
to deal with this problem is to identify your preferences and biases whilst
attempting to be open to the information around you.
Placing too great a reliance on the information you receive from others. Often we
rely on certain individuals to provide support and guidance. This may be a
suitable course of action in many cases. However, if the individual is not closely
involved in the problem situation they may not have the necessary information or
knowledge to help make the decision.
Placing too little emphasis on the information you receive from others. This issue
can easily occur in a team situation. In many cases the team members are the
people who are most closely involved in a problem situation and they often have
the most pertinent information in relation to the problem. The best way to deal
with this issue is to ensure that team members are involved in the decision
making process.
Ignoring your intuition. On many occasions we are actually aware at a
subconscious level of the correct course of action. Unfortunately, we often tend to
ignore our intuition.
Conclusion:
Critical thinking and decision making is very important in everyday life, parenting,
managing family job, as a husband. Critical thinking skills help nurses shape their actions. In
other words, critical thinking is necessary to make good decisions. Everything that is done
involves a decision, from titrating a potent intravenous medication, right down to choosing
when to take a lunch break. Good decision-making requires a good foundation of scientific
knowledge. Nursing curriculum should be made in such a way as to promote critical thinking
and decision making skills in future nurses which will contribute to the upliftment of standard
of care.