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Decision-Making - Coggle Diagram
Decision-Making
1- Definitions
Problem:
Something going wrong (e.g., nursing shortages, medication errors, or increased infection rates).
Problem-solving:
A process of identifying and correcting a dilemma. It is focused on the past and involves identifying the root problem through analysis.
Decision:
A choice among alternatives.
Decision-making:
A process where appropriate alternatives are weighed and one is ultimately selected. It is focused on the future and involves choosing from among options.
Decision-maker:
A person who makes important decisions, especially at a managerial level.
2- Characteristics of Decision-Makers and Good Decision
Characteristics of a Decision-Maker:
Includes experience, knowledge, sincerity, self-awareness, trusting intuition, time consciousness, critical thinking, creativity, situational analysis, sensitivity, energy, and emotional intelligence.
Characteristics of a Good Decision:
Technically correct, based on researched facts or technical competence, accounts for potential downsides vs. expected positive outcomes, and leads to action.
3. Decision-Making Structure and Conditions
Programmed Decisions:
Depend on policies and rules; used for repetitive, routine situations with low risk (e.g., patient admission procedures).
Non-programmed Decisions:
Used for novel, complex, or unusual situations with high risk and uncertainty (e.g., purchasing experimental equipment)
Decision Conditions:
Certainty:
Outcomes can be predicted accurately based on well-known facts.
Risk:
Decisions are made with incomplete but accurate information; probabilities can be assigned to outcomes.
Uncertainty:
Based on limited or no factual information; decision-makers rely on intuition.
4. Factors Influencing Decision-Making
Personal Factors:
values, intuition, personality, intelligence, and personal beliefs
Informational Factors:
quality and accessibility of information available, crisis conditions and political considerations
6. The Decision-Making Process
1- Identify the problem:
Distinguish between the symptom and the underlying cause; find the gap between the existing and desired situation.
2- Develop alternatives:
List possible solutions using experience and creativity.
3- Evaluate alternatives:
List pros and cons, determine the expected payoff (cost/benefit), and rate options numerically.
4- Select the best alternative:
Choose the most applicable, feasible, and satisfactory option with the fewest undesirable consequences.
5- Implement the decision:
Put the choice into action and gain employee commitment.
6- Evaluate the decision:
Provide feedback and see if the problem is resolved; repeat steps if necessary.
5. Levels of Decision-Making
Strategic:
Made by top executives; focus on long-term goals and planning.
Tactical:
Made by middle managers; focus on resolving unusual problems and improving functioning.
Operational:
Made by first-line managers; focus on day-to-day operations and routine decisions
7. Decision-Making Techniques
Brainstorming:
Group members meet face-to-face to generate ideas. Methods include structured (round-robin) and unstructured (freewheeling).
Nominal Group Technique:
A structured method where members elicit ideas in writing and then vote individually on preferences.
Fish-bone (Cause-Effect Diagram):
A graphic representation used to identify the root cause and multiple causes of a problem.
Delphi Technique:
Judgments gathered from participants who do not meet face-to-face; useful for geographically isolated experts and prevents vocal members from dominating.
8- Quality Levels:
Optimum (favorable outcomes),
Satisfying (adequate/minimum standards),
and Sub-optimum
(negative outcomes).