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CHAPTER 4: DECISION MAKING AND PROBLEM SOLVING - Coggle Diagram
CHAPTER 4: DECISION MAKING AND PROBLEM SOLVING
PERSONAL AND PROFESSIONAL DECISIONS
Personal Decisions
• Whether to reset snooze/sleep button
• What to have for breakfast, which cereals to eat
• What to wear
• Whether to call course peer
• Whether to have another cup of coffee
Professional Decisions
• Whether to discharge a patient/service user
• Whether to have a word with a colleague who was a little abrupt with a student
• Patient allocation to staff members
• Which dressing to use
• Whether to apply for the new post/job
DECISION MAKING VS PROBLEM SOLVING
Decision Making
• Walk to work or go by car
• Whether to put the washing out
• Whether to attend a lecture
• Whether to call a course peer
• Whether to apply for the new post/job
Problem Solving
• How to get son to swimming lessons at 4 p.m.
• What to tell a patient regarding the condition of their ill baby
WHAT IS PROBLEM SOLVING
• Either there is a problem or something is about to go wrong
• Problem is “a doubtful or difficult matter, or a seemingly insoluble quandary” (Brown, 2002)
LEVELS OF DECISION MAKING
• Micro-decision: smaller or sub-decision that need to be made to complete a bigger decision.
• Meso-decision: considering other factors that are usually taken into account when making micro- and macro-decision.
• Macro-decision: Major decision and tend to involve and affect more people, and take longer to complete
BASIC PRINCIPLES OF CARE ETHICS
• The value of life Enhancing patients’ or service users’ health and social wellbeing
• Goodness and rightness Actions that are socially seen as doing good, and what is right, for those in their care
• Justice and fairness Being fair and just towards all patients/service users, and ensuring that they are justly protected from incompetent practice
• Truth telling and honesty Ensuring that correct practices are transparently transmitted
• Individual freedom Promoting choice
TYPES OF DECISIONS
ii. Adaptive decision are made when both problems and alternative solutions are somewhat unusual or only partly understood
iii. Innovative decisions are made when unusual, unclear or unprecedented and creative novel solutions are required
i. Routine decision involve using established rules, policies or procedures
APPROACHES TO DECISION MAKING
i. Rational decision-making Based on logical, well-grounded rational choices that maximise the achievement of objectives
ii. Optimum decision-making Selecting an approach that aims to produce the best possible outcome for all parties involved
i. Political decision-making A process in which particular interests and objectives of powerful stakeholders or allies influence the decisions made by individuals.
PROBLEM SOLVING SPIRAL
i. Identifying the problem
ii. Gathering data to analyse the causes and consequences of the problem
iii. Exploring alternative solutions
v. Selecting the appropriate solution
vi. Implementing the solution
vii. Evaluating the solution
iv. Evaluating the alternatives
STRATEGIES FOR CONFLICT MANAGEMENT
i. Negotiation: the conflicting parties discuss the issues and giveand-take on particular elements.
ii. Confrontation: the problem is openly discussed by all involved.
iii. Win-win strategy: a strategy that focuses on goals or the welfare of both parties and attempts are made to meet the needs of both parties, also known as ‘joint-welfare choice’.
iv. Win-lose strategy: one party is determined to win, and the other has to submit or lose.
vi. Partisan choice: attending to the needs of only one party.
v. Lose-lose: in which neither side wins, nor settlement reached and is unsatisfactory for both sides. .
GUIDELINES FOR EFFECTIVE DECISION MAKING, PROBLEM SOLVING, AND CONFLICT MANAGEMENT
i. Accept decision-making, problem-solving and conflict management as normal management encounters, and see them as challenges and opportunities for positive outcomes and learning.
ii. Do not delay decision-making, problem-solving and conflict management unduly as delays an lead to unnecessary complications.
iii. Use systematic approaches to decision-making, problem-solving and conflict management whenever possible.
iv. Be clear about the goals of each situation prior to taking interventional action.
v. Allow plenty of space and scope for individual and teams to develop creativity when faced with issues.