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22 Cards in this Set
- Front
- Back
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Logic |
The ability to use rational thinking and reasoning to determine the correct answer to a problem. |
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Ehics |
Analysis of the principles of human conduct in order to determine between right and wrong |
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Types of reasoning |
Inductive, deductive, causal, and analogical |
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Inductive Reasoning |
A process that arrives at a general conclusion based on a foundation of specific examples or data |
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Deductive Reasoning |
The process of reaching a specific conclusion based on a General statement or principle. |
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Causal (or cause and effect) |
A process that is based on the relationship between two or more events in such a way that it is obvious one caused the other to occur. |
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Analogical Reasoning |
Based on a comparison between two similar cases |
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Types of fallacies |
Causal-makes a faulty connection between the cause and effect Bandwagon-tries to make the statement that everyone is doing something or believe something. Straw man-makes a week easily refuted statement to take attention away from the main point. Hasty Generalization-makes an argument or conclusion that is based on insufficient or nonexistent evidence Red herring-occurs when someone uses a relevant facts to distract the listener from the main issue Non sequitur-concludes something that simply does not follow the main premise of the argument Slippery slope-consists of a series of worsening consequences that are assumed results from the initial decision or action. |
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3 elements of decision-making |
Basic assessment, members of the unit involved, and understanding decision-making models P84 |
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Basic Assessment of decision making |
Authority, sufficient information, decisions affect, worth the effort P84 |
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Basic Assessment of decision making |
Authority, sufficient information, decisions affect, worth the effort P84 |
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Members of the unit |
Must understand the morale, mood and capabilities of the members by 1) monitoring members, 2) listening to concerns, and 3) watching for symptoms of stress. |
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Decision-Making Models |
Based on 3 considerations: generic or exceptional decisions, conditions which decisions are subject, choice of decision-making models used to solve the problem |
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Decision-Making Models |
Based on 3 considerations: generic or exceptional decisions, conditions which decisions are subject, choice of decision-making models used to solve the problem |
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2 generally accepted decision-making models |
Rational model and bounded rationality model |
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Rational Model |
Leader gathers information and makes the decision based on the best possible alternative to the situation. |
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Bounded Rationality Model |
Allows the leader to select the decision that will satisfy the minimal requirements of the situation |
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Decision-Making process steps |
Classify the problem (generic or exceptional) Define the problem or name it (generic/exceptional) List alternative options Determine the best response Convert the decision into action Test the action against the desired outcome |
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Barriers to Decision-Making |
Psychological - fear, ego, indecisiveness, distrust, antagonism, jealousy, unethical motives Organizational - lack of data, lack of accurate analysis, lack of resources, lack of management support, lack of commitment, lack of capacity |
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Abilene Paradox |
People disagree about a decision or problem but are unwilling or afraid to oppose it publicly and dissent against a group. |
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Abilene Paradox |
People disagree about a decision or problem but are unwilling or afraid to oppose it publicly and dissent against a group. |
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4 Way Test |
Is it the truth? Is it fair to all concerned? Will it build goodwill and better relationships? Will it be beneficial to all concerned? |
