Overview Making decisions is at the core of management. To make rational decisions, a manager or an

Overview Making decisions is at the core of management. To make rational decisions, a manager or an individual must gather as much information as possible about various options and their potential consequences. Before making an important decision, one should evaluate the situation and take steps to prevent falling into decision traps. There can be several traps in decision making, such as overconfidence, a lack of keeping track, or a failure to conduct a decision process audit.In this activity, you will identify one recent professional situation or problem that required making a decision. The decision could have been posed to a group you were a part of, or it could have been one you made alone. For example, you and your department must decide whether to change the way patient rounds are conducted due to multiple staff reporting burnout in recent weeks. Since you may be using an actual professional or personal scenario, be sure to avoid sharing any personal or confidential information in your submission to protect others’ privacy, such as names of people, places, and designation.Avoid using a project-related situation or problem; projects require multiple decisions and are dependent on several other factors. If you do not have a professional decision example to analyze, you may use personal experience instead, such as choosing a degree or certification program or buying a car or house.This activity will help you understand your decision-making habits, which will help you complete the course project. There are no right or wrong answers to this assignment.If you need writing support, you can access the Online Writing Center through the Academic Support module of your course. Prompt Complete the Module Two Decision Analysis Worksheet, and then reflect on your learnings and respond to the items in the prompt below in a separate document. You will need to submit both the completed worksheet and your reflection.Specifically, you must address the following rubric criteria:Decision-Making Issue or Problem: Describe the issue or problem requiring a decision that you have selected to analyze. Do not state the decision that was or is being made to solve the issue or problem.Analysis of an Issue or Problem: Analyze the issue or problem and its potential solutions using your completed Module Two Decision Analysis Worksheet to support your analysis. Substantiate your claim by citing a minimum of one professional source.Decision Traps: Using the list provided in the Module Two Decision Trap document as a guide, discuss the specific decision trap(s) you and/or your partners encountered during the decision-making process and the impact of those traps on the decision. Consider the following question to guide your response:How could you or your partners have avoided any of the traps you fell into?Synopsis of Learning: Summarize how critical analysis and evidence-based decision-making principles influenced your decision making for your selected problem. Consider the following question to guide your response:What role do critical analysis and evidence-based decision-making principles play in program planning?Note that all the claims in your deliverable should be evidence based. Your citations should be from your independent search for evidence (not from the scenario, textbook, or module resources) of credible sources and be current within the last five years. You are required to cite a minimum of one source overall. Refer to the Shapiro Library Guide: Nursing—Graduate located in the Start Here section of the course for additional support.Guidelines for SubmissionYour submission should include a 2- to 3-page Word document with your reflection, as well as your completed Module Two Decision Analysis Worksheet. For the reflection, include a title page. Use 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style.   IHP 670 Module Two Decision Analysis Worksheet Use this decision analysis worksheet to analyze your chosen issue and the decision being made to resolve it. For each question in the worksheet, briefly share your experiences or observations related to your chosen issue or the decision being made. Please limit your response for each question to no more than one paragraph. To use this worksheet, replace bracketed text with relevant information. Decision Analysis QuestionsExperience/ObservationDescribe the issue or problem that required a decision.[Insert text.]What bias could be put on the question? In other words, what aspects of the situation can be ignored or assumed?[Insert text.]What criteria can be used to measure success?[Insert text.]What experiences can be used in thinking about this issue?[Insert text.]What metaphors, if any, can be used in thinking about this issue?For example: “Don’t throw the baby out with the bathwater.”[Insert text.]Why might you or your group think about this issue or problem the way you do?[Insert text.]What does your frame/perspective of the issue emphasize?[Insert text.]What does your frame minimize?[Insert text.]How might others in a similar setting or industry think differently about this question from the way you do?[Insert text.]What slogan might best summarize your frame/perspective?For example: First come, first served.[Insert text.]What decision-making format did you use? (Committee? Survey? Something else?)[Insert text.]IHP 670 Module Two Decision Trap Use this list of different types of decision traps to help you share your experience or observations related to the decision that was or is being made for your chosen issue in the Module Two Activity. 1. Plunging in: beginning to gather information and reach conclusions without first taking a few minutes to think about the issue2. Frame blindness: setting out to solve the wrong problem because you have already created a mental framework for your decision; this framework causes you to overlook the best options or lose sight of important objectives3. Lack of frame control: failing to consciously define the problem in more ways or being unduly influenced by the frames of other individuals4. Overconfidence in your decision: failing to collect key factual information because you are too sure of your assumptions and opinions5. Shortsighted shortcuts: relying inappropriately on rules of thumb; implicitly tracking the most readily available information and anchoring on convenient facts6. Shooting from the hip: believing that you can keep straight in your head all the information you have discovered and therefore “winging it” rather than following a systematic procedure when making the final choice7. Group failure: assuming that with many smart people involved, good choices will follow automatically and, therefore, failing to manage the group decision-making process (this process is also known as “group think”)8. Fooling yourself about feedback: failing to interpret the evidence from past outcomes for what it really says—either because you are protecting your ego or because you are tricked by hindsight effects9. Not keeping track: assuming that experience will make its lesson available automatically and failing to keep systematic records to track the results of your decisions10. Failure to audit your decision process: failing to create an organizational approach to understanding your own decision making, so you remain constantly exposed to all the other nine decision traps ReferenceOlivant, J. (2017, November 14). Decision traps: Ten barriers to brilliant decision making. Business Coaching Hull East Yorkshire. https://www.johnolivant.com/2017/11/14/decision-traps-ten-barriers-to-brilliant-decision-making Health Science Science Nursing IHP 670 Share QuestionEmailCopy link Comments (0)

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