Chapter 5 w.a. kritsonis, ph d - lecture notes - decision making
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This document describes a 7-step analytical model for decision making. The steps are: 1) identify the problem, 2) analyze the problem to determine critical issues and identify alternatives, 3) develop problem solution alternatives, 4) assess the alternatives, 5) select the most appropriate alternative, 6) implement the selected alternative, and 7) evaluate the decision making process and outcomes. The document provides details about each step in the model.
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1. Define the problem clearly by writing it as an open question about a central idea.
2. Analyze the problem by gathering facts about causes and effects and past attempts to solve it.
3. Establish criteria for an effective solution by identifying conditions it must meet.
4. Brainstorm as many solutions as possible without evaluating them yet.
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6. Choose a solution through consensus, majority rule, or other decision methods based on factors like importance and time urgency.
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The responses are believed to provide indications of
Attitudes,
Beliefs,
Motivations, or other
Mental states.
Therefore, sentence completion technique, with such advantage, promotes the respondents to disclose their concealed feelings.
There is debate over whether or not sentence completion tests elicit responses from conscious thought rather than unconscious states.
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2. It describes an activity where groups must decide which three objects to bring in an emergency evacuation scenario.
3. It outlines an 8-step decision making scheme involving setting a goal, defining the problem, gathering facts, brainstorming possibilities, evaluating alternatives, choosing a solution, creating an implementation plan, and determining if the goal was achieved.
4. It discusses decision making in groups, including advantages, potential quality-lowering factors, and processes that
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– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
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– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
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Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
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11/10/19, 10:28 PM
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what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
11/10/19, 10:28 PM
Page 2 of 9
Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
Building and sustaining ethical nonprofits toolkit (handout 1 of 1)
This document provides three models for ethical decision making - Ruggiero's model involving studying details, identifying criteria, determining choices and deciding the best action; Nash's model involving 12 questions to define the problem from multiple perspectives and consider intentions, injuries, and disclosure; and Kidder's 9 checkpoint model involving recognizing the moral issue, gathering facts, testing for right vs wrong and right vs right paradigms, applying resolution principles, and reflecting on the decision. It then provides three ethical scenarios for analysis and general resources on ethics.
Ethical leadership and management
This document outlines principles and processes for ethical leadership and decision making. It discusses the principle of moral discernment, which is the ability to evaluate actions from a perspective of good and evil. It also discusses the principle of well-formed conscience, which represents our ability to know right from wrong and make judgments accordingly. An ethical decision making model is presented that involves identifying the problem, potential issues, relevant guidelines, laws, consulting others, considering actions and consequences to determine the best course.
Chapter 3 w.a. kritsonis, ph d - lecture notes - decision making
The document discusses models of decision making and ethical paradigms related to balancing individual rights and community standards. It presents the rational model of decision making as a four-step process of identifying problems, generating solutions, selecting an option, and evaluating. It also notes that understanding ethical dilemmas requires viewing issues multidimensionally and that tensions can arise between individual liberties and societal expectations, particularly for educators.
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AS Sociology: Interpretivism
Interactionists take a micro-level, interpretivist approach to studying society, focusing on small-scale, face-to-face interactions. They prefer qualitative data collection methods like participant observation and in-depth interviews to understand people's experiences from their own perspective. This provides rich descriptions of feelings and rejects the idea of objective social realities, instead interpreting how individuals construct reality through social interactions.
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Sentence completion tests are a class of semi-structured projective techniques.
Sentence completion tests typically provide respondents with beginnings of sentences, referred to as "stems", and respondents then complete the sentences in ways that are meaningful to them.
The responses are believed to provide indications of
Attitudes,
Beliefs,
Motivations, or other
Mental states.
Therefore, sentence completion technique, with such advantage, promotes the respondents to disclose their concealed feelings.
There is debate over whether or not sentence completion tests elicit responses from conscious thought rather than unconscious states.
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This document provides information about decision making and outlines several key points:
1. It defines decision making as choosing between two or more possible courses of action to solve a problem, which can be done through intuition, reasoning, or a combination.
2. It describes an activity where groups must decide which three objects to bring in an emergency evacuation scenario.
3. It outlines an 8-step decision making scheme involving setting a goal, defining the problem, gathering facts, brainstorming possibilities, evaluating alternatives, choosing a solution, creating an implementation plan, and determining if the goal was achieved.
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This document summarizes a chapter on perception and individual decision making. It discusses key topics like what perception is, factors that influence perception, attribution theory, biases in attribution, shortcuts used to judge others, and rational decision making models. The rational model involves 6 steps: defining the problem, criteria, alternatives, evaluation, and selection. However, real decisions often differ as people have limitations and use heuristics. Perception affects outcomes as behavior is based on perceived rather than objective reality.
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This document discusses how to create a learning organization through five learning disciplines: shared vision, personal mastery, mental models, systems thinking, and team learning. It outlines barriers to learning like defensive behaviors and mistaking views for truth. Tools for overcoming these barriers include balancing advocacy and inquiry, asking questions to ensure learning, and reflecting on one's own behavior to understand its influence. Creating a learning organization requires double loop learning where beliefs, actions, and results shape the future.
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Clinical psychologists study the human mind and treat mental illnesses by diagnosing clients and helping them calm their emotions. They counsel people on various concerns and work in many settings, including private practices, hospitals, and community mental health centers. To become a clinical psychologist requires a bachelor's degree in psychology, a master's degree in clinical psychology, and additional supervised experience and licensing requirements. The work involves listening well, organizing others, supervising staff, and helping people overcome troubled feelings and change unhelpful behaviors. The field is growing as more people seek treatment for mental health issues.
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The document discusses different types of decision making. It describes voluntary decision making as involving more cognitive processes, time, and energy compared to involuntary decision making which can be learned patterns. It also discusses hidden persuaders that can influence purchasing decisions without awareness through visual stimuli, suggestiveness, accelerated speech, and embedded images. Finally, it describes four decision making styles - the Bull, Bloodhound, Bee, and Eagle - that correspond to different working styles like Driver, Analytical, Amiable, and Expressive.
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C.U. Shah Institute of Computer Application
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This document discusses various models and approaches to decision making. It describes Herbert Simon's three stages of decision making as intelligence, design, and choice. It also summarizes Henry Mintzberg's three phases as identification, development, and selection. Classical, behavioral, and Vroom-Yetton normative models of decision making are explained. The benefits of site-based decision making are outlined as improved decision quality, creativity, acceptance, understanding, and judgment.
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This document provides an introduction to ethical theories and decision-making frameworks. It discusses major ethical philosophies like utilitarianism, deontology, and virtue ethics. It then presents a 9-step framework for making ethical decisions that involves describing the problem, determining if there is an ethical issue, identifying key values, gathering information, reviewing codes of ethics, determining options, selecting a course of action, implementing the plan, and evaluating results. Examples of ethical dilemmas in business contexts are also provided to illustrate the application of the framework.
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This document discusses critical thinking skills. It begins by defining critical thinking and listing its key components. There are 6 steps to critical thinking: 1) Knowledge, 2) Comprehension, 3) Application, 4) Analysis, 5) Synthesis, and 6) Taking Action. Each step is then defined in 1-2 sentences. The document also discusses the importance of critical thinking, including that it is a universal skill, improves language and presentation skills, promotes creativity, and is key to career success. Finally, it provides some tips for improving critical thinking, such as defining the question, gathering reliable information, asking the right questions, and looking at both short- and long-term consequences.
Seven Steps to Ethical Decision Making– Step 1 Define the p.docx
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
Membership Knowledge Center Resources Training & Certification
Services Events About ECI !
SIGN IN
This website uses cookies and
third party services. Settings "
OK
11/10/19, 10:28 PM
Page 1 of 9
what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
11/10/19, 10:28 PM
Page 2 of 9
Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
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This document provides three models for ethical decision making - Ruggiero's model involving studying details, identifying criteria, determining choices and deciding the best action; Nash's model involving 12 questions to define the problem from multiple perspectives and consider intentions, injuries, and disclosure; and Kidder's 9 checkpoint model involving recognizing the moral issue, gathering facts, testing for right vs wrong and right vs right paradigms, applying resolution principles, and reflecting on the decision. It then provides three ethical scenarios for analysis and general resources on ethics.
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This document outlines principles and processes for ethical leadership and decision making. It discusses the principle of moral discernment, which is the ability to evaluate actions from a perspective of good and evil. It also discusses the principle of well-formed conscience, which represents our ability to know right from wrong and make judgments accordingly. An ethical decision making model is presented that involves identifying the problem, potential issues, relevant guidelines, laws, consulting others, considering actions and consequences to determine the best course.
Chapter 3 w.a. kritsonis, ph d - lecture notes - decision making
The document discusses models of decision making and ethical paradigms related to balancing individual rights and community standards. It presents the rational model of decision making as a four-step process of identifying problems, generating solutions, selecting an option, and evaluating. It also notes that understanding ethical dilemmas requires viewing issues multidimensionally and that tensions can arise between individual liberties and societal expectations, particularly for educators.
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This document outlines a 10-step model for ethical decision-making that counselors can use to address challenges in their practice. The model involves identifying an issue, reviewing relevant ethical codes and principles, considering options and consequences, making a decision with input from supervision, and evaluating outcomes. The goal is for counselors to make justifiable choices that protect clients and are informed by their professional responsibilities and values. Regular self-reflection is also important to mitigate personal impacts. Overall, the model provides a framework to systematically navigate complex situations in a way that centralizes client welfare.
Day 202-20-201230-20-201315-20-20pearl-202-20-20alankar-20karpe-131008015752-...
The document outlines a 5-step ethical decision-making framework presented by Alankar Karpe from PMI's Ethics Member Advisory Group. The 5 steps are: 1) assess all facts about the ethical issue, 2) consider all alternative choices, 3) identify impacts of the preferred choice, 4) apply ethical principles to the choice, and 5) make and take responsibility for the decision. The framework is intended to guide PMI members and credential holders in critically thinking through ethical dilemmas.
Day 2 1230 - 1315 - pearl 2 - alankar karpe
This document outlines a 5-step ethical decision-making framework presented by Alankar Karpe from PMI's Ethics Member Advisory Group. The 5 steps are: 1) assess all facts about the ethical issue, 2) consider all alternative choices, 3) identify impacts of the preferred choice, 4) apply ethical principles to the choice, and 5) make and act on the decision. The framework provides guiding questions at each step to help evaluate choices and ensure decisions are ethical, responsible, and will withstand scrutiny over time. The overall goal is to instill confidence in project management professionals by promoting ethical conduct.
Ethical decision making & application sanction
This document outlines an educational sanction for a student to learn about ethical decision making. It will guide the student through the five sources of ethical standards, the ethical decision making process, and reflection on their individual conduct case. The student will learn about utilitarianism, rights, fairness, common good, and virtue as ethical sources. They will also learn the five steps to ethical decision making: recognize an issue, get facts, evaluate alternatives, make a decision, and reflect on the outcome. Case studies and reflections will help the student apply these concepts. Upon completion, the student's conduct record will be kept for seven years and any failure to complete sanctions could lead to an account hold.
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Decision Making
This document outlines a 6-step ethical decision making process: 1) Recognizing the problem, 2) Identifying principles and policies, 3) Considering options, 4) Choosing a solution, 5) Implementing the solution, and 6) Evaluating the solution. Each step is described in 1-2 paragraphs with guiding questions. For example, step 2 involves referring to codes of ethics and considering duties, guidelines, and legal implications. Step 3 involves listing alternatives and assessing risks/impacts. The document also briefly describes structured vs. unstructured problems and programmed vs. non-programmed decisions.
CH 6 Decision Making_Quality & Acceptance 1.pdf
Characterize decision making as it applies to practicing the art of leadership in schools.
List the several approaches leaders might use to make decisions in schools.
PLUS THE DECISION MAKING PROCESS12LikeLikeTweet 4.docx
PLUS: THE DECISION MAKING PROCESS
12LikeLike
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2
MAY 29, 2009
Document
We selected a six step decision making process that synthesized the decision making models
used in existing training, not just ethics training.
The model is descriptive of how people intuitively make decisions and makes the steps
explicit.
The six steps of this natural, intuitive decision-making process are:
• Step 1:
Define the problem (#1)
• Step 2:
Identify available alternative solutions to the problem (#2)
• Step 3:
Evaluate the identified alternatives (#3)
• Step 4:
Make the decision (#4)
• Step 5:
Implement the decision (#5)
• Step 6:
Evaluate the decision (#6)
Step 1: Define the problem
The most significant step in any decision making process is describing why a decision is called for and identifying the
most desired outcome(s) of the decision making process.
One way of deciding if a problem exists is to couch the problem in terms of what one wanted or expected and the actual
situation. In this way a problem is defined as the difference between expected and/or desired outcomes and actual
outcomes.
This careful attention to definition in terms of outcomes allows one to clearly state the problem. This is a critical
consideration because how one defines a problem determines how one defines causes and where one searches for
solutions.
The limiting aspect of the problem definition step is not widely appreciated. Consider this example.
Your company owns an old, downtown office building. Tenants are complaining that their employees are getting angry
and frustrated because there is always a long delay getting an elevator to the lobby at rush hour.
You are asked for a reaction on how to solve this problem. As with most problem situations there are several ways to
define the situation and several solutions that suggest themselves.
This scenario has been presented to over 200 groups in a training environment. The most common alternatives these
groups offered were:
• Flexible hours- so all the tenants' employees wouldn't be at the elevators at the same time.
• Faster elevators - so each elevator could carry more people in a given time period.
• Bigger elevators - so each elevator could carry more people per trip.
• Elevator banks- so each elevator would only stop on certain floors, increasing efficiency.
• Better elevator controls - so each eltor would be used more efficiently.
• More elevators - so that overall carrying capacity could be increased.
• Improved elevator maintenance - so each elevator would be more efficient.
• Encourage employees to use the stairs - so fewer people would use the elevators.
PLUS: The Decision Making Process | Ethics Resource Center
If you examine each alternative you will see that several different definitions of the problem must have existed.
• If the solution is "flexible hours" the problem must have been defined as, "Too many people getting off work at a
given ti.
Decision making models
The document discusses several decision making models, including rational models that seek an optimal outcome, bounded rational models that recognize limitations in information and options, and other tools like the Vroom-Jago model for determining whether to make a decision individually or as a group. It also covers models for assigning roles in decision making such as the Bain model and approaches like WRAP and Six Thinking Hats that attempt to address weaknesses in rational models by considering multiple perspectives.
decision making
This document discusses various aspects of decision making and problem solving. It begins by defining decision making as selecting a course of action from various alternatives. It then discusses different decision making styles and provides tips for enhancing decision making skills. Various decision making techniques and models are outlined, including identifying the problem, gathering information, evaluating alternatives, and implementing the decision. Problem solving techniques discussed include categorizing problems, generating potential solutions through brainstorming, and evaluating decisions.
perception_ppt.ppt
The document outlines 10 learning objectives for a chapter on perception and decision-making. It discusses how perception affects judgments of others and decisions. There are several models presented, including rational decision-making which involves 6 steps, bounded rationality, and 4 decision styles. Biases, shortcuts, and heuristics can influence perceptions and decisions. Organizational factors like rewards and evaluations also shape decision-making. Culture further impacts the decision process.
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Seven Steps to Ethical Decision Making– Step 1 Define the p.docx
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Chapter 3 w.a. kritsonis, ph d - lecture notes - decision making
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Day 202-20-201230-20-201315-20-20pearl-202-20-20alankar-20karpe-131008015752-...
Day 202-20-201230-20-201315-20-20pearl-202-20-20alankar-20karpe-131008015752-...
Ethical decision making & application sanction
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Chapter 5 w.a. kritsonis, ph d - lecture notes - decision making
- 1. William Allan Kritsonis, PhD Lecture Notes Chapter 5
- 2. An Analytical Model of Decision Making • Scientists have traditionally conceptualized decision making as a process that individuals and groups use to solve a problem by moving through a series of analytical steps as seen in the Steps in an Analytical Decision-Making Model. • In the first step the leader identifies the problem. • The next step is to analyze the problem to determine the critical issues. Then, a thorough analysis is needed to identify a satisfying alternative. • In the third step, the leader develops problem solution alternatives. If the problem is carefully analyzed, the leader will likely come to the realization that several alternatives exist.
- 3. An Analytical Model of Decision Making Continued • Steps in an Analytical Decision-Making Model. • now the decision maker can begin assessing the alternatives in terms of their match with the problem. At this stage, the leader is seeking to identify the most satisficing alternative. • After assessing all alternatives, selecting the most appropriate alternative is taken. • The sixth step involves the implementation of the alternative and should be carefully planned, as decisions of high quality serve no meaningful purpose if they are not implemented effectively and in a manner that is acceptable to stakeholders. • Finally step 7 is an evaluation of the process used to make the decision. The entire process should be assessed, and the decision alternative implemented should be monitored to determine if the problem is being adequately addressed.
- 4. Personal Codes vs. Professional Codes of Ethics Your text defines professional ethics a paradigm that includes ethical principles, codes of ethics, the ethics of the community, professional judgment, and professional decision making. Has your personal code of ethics ever differed from your professional code of ethics? Do you have any inconsistencies between your personal code and professional code?
- 5. What is the fairest choice Superintendent Brown could make? The most caring choice? What would you do if you were Superintendent rown? Rising Star Wife Beater
- 6. After School Antics The leader of this elementary school tries to foster a cooperative spirit among her staff through various professional development opportunities. If you were Ms. Hajjar what would have been your first decision? Does Ms. Hajjar have the right to talk to MR. Kang about the pictures he posted on his private Facebook page? Consider the ethic of community as it pertains to this case study. Do you think this scenario would have gone differently in a larger city school?