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32 Cards in this Set
- Front
- Back
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a complex, congnitive process often defined as choosing a particular course of action
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Decision Making
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a systemic process that focuses on analyzing a difficult situation
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Problem Solving
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Is a manner of thinking that moves from the general to specific ever narrowing the focus until the logic of both the question and argument comes to the same conclusion.
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Critical thinking
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Being able to recognize patterns and then being able to more rapidly solce a problem or come to a conclusion
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Heuristics
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is an effective model, it weakness lies in the amount of time beeded for proper implementation.
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Traditional Problem Solving
Pg. 6 |
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To address the weaknesses of the traditional problem solving process, many contmporary modles ofr management decision making have added an objective setting step. These models are known as
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Managerial Decision Making Models
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developed by Ida Jean Orlando in the late 1950's, provides another theoretical system for solving problems and making decisions.
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Nursing Process
Pg. 7 |
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Developed by Facione and includes six steps for effective thinking and problem solving.
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IDEALS models
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to explain how people can make effective decisions under time pressure and uncertainity.
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Recognition Primed Decision model
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model attempts to understand how humans make relatively wuick decisions in complex realworld setting such as fire fighting or critical care nursing without having to compare options.
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Naturalistics decision making
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making clincal decisions based on on best evidnce
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Evidence Based Practice
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The intergration of the best evidence acailable, nursing expertise, and the values and preferences of the individuals, families and communities who are served.
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Evidenced Based nursing Pracitce
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is part of deductive reasoning.People must carefully thinkg through the infomation and the alternatives
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Inference
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This type of "crooked" thinkgin occurs when one believes that because "a" has a particular characteristic, every other "a" also has the same characteristic
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Overgeneralizing
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In this type of illogical thinking, one decided that if "B" is good and he or she is doing "A" , then "A" must not be good.
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Affirming the consequences
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This thinking applies a componet that is present in two separate concepts and then states that because "A" is present in "B" , then "A" and "B" are alike in all respects.
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Argueing from Analogy
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Analytical and linear thinkers
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Left brain thinkers
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Creative and Intuitive thinkers
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Right brain thinker
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particulary important and involves the willingness to take risks
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Courage
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Good Deision makers seem to have some sort of of antenna that makes them particulary sensitive to situations and others
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Sensitivity
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People must have the energy and desire to make things happen
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Energy
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Successful decisions makers tend to be creative thinkers. They develop new ways to solve problems
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Creativity
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makes decisions in a very rational manner, has complete knowledge of the problem or decison situation, has complete list of possible alternatives, Has a rational system of ordering preference of alternatives, Selects the decision that will maximize utility function
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Economic Man
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Makes decisions that are good enough, Because complete knowledge is not possible, knowlege is always fragmented. Because consequences of alternatives occur in the future, they are impossible to predict accurately, Usually chooses from among a few alternatives, not all possible ones
The final choice is satisficing rather than maximizing |
Administrative man
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decisions that may not be ideal but result in solutions that have adequate outcomes
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satisficing
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allows one to visually examine the alternatives and compare each againist the same criteria
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Decision grid
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decision aids, have a cost profit volume relationsip and are very helpful when some quantitiative infomation is available, such as an item's cost or predicted use.
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Payoff tables
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compares the cost of hiring regualr stafff to the cost of hirsing tempoary employees is an example of a
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Decision Trees
Pg. 21 |
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to demonstrate how various alternative create different consequences
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consequence table
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are schematics or pictures of how programs are intended to operate
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Logic Models
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a popular tool to determine the timeing of decisions
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Program evaluation and review technique
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has a tendecy to affirm ones initial impression and preferences as other alternatives are evaluated.
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Confirmation bias
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