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Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
Making decisions by Ruth Lepago
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Making decisions by Ruth Lepago

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  • 1. z
  • 2. b) Every decision making process produces a final choice. It can be an action or an opinion
  • 3. c) It begins when we need to do something but do not know what. Therefore, decision making is a reasoning process which can be rational or irrational, and can be based on explicit assumptions or tacit assumptions.
  • 4. d) Examples are: Shopping, deciding what to eat, what to wear, when to sleep, etc.
  • 5. II. Barriers to Decision Making A) Hasty – Making decisions without making
  • 6. B) Narrow- Decision making is based on very limited information
  • 7. C) Scattered – Our thoughts in making decisions are disconnected or
  • 8. D) Fuzzy – Sometimes the lack of clarity on important aspects of a decision causes us to overlook certain important considerations
  • 9. Decision Making Process A) Define the Problem
  • 10. B) Consider Your Value:
  • 11. C) List Your Options
  • 12. D) Weigh the Consequences:
  • 13. E) Decide and Act
  • 14. SWOT Analysis is a great technique for identifying your strengths and weaknesses and study any opportunities and threats you
  • 15. It is also a powerful strategic planning tool used to evaluate a project in business venture or in an organization or individual requiring a decision in pursuit of an
  • 16. 1) White - Information: considering purely what information is available 2) Red - Intuitive or instinctive gut reactions or statements of emotional feeling 3) Black - discernment: logic applied to identifying reasons to be cautious and conservative 4) Yellow – Optimistic Response: logic applied to identifying benefits, seeking harmony 5) Green: creative: statements of provocation and investigation, seeing where the thought goes 6) Blue: meta thinking: the thinking process

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