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Howard and Korver’s decision analysis model and hybrid model presented in class
. Howard and Korver: xxiii. Clarify 7. Use value neutral language 8. Separate prudential, legal and ethical issues 9. Frame the questions in terms of relationships (stakeholders) xxiv. Create alternatives: ID acceptable, appealing and possibly transformative options 10. Consider three degrees of response: refrain/comply, elevate or transform xxv. Evaluate the alternatives: ID the alternatives that are ethical and defensible 11. Evaluate alternatives using your personal code or an ethical role model 12. Test for reciprocity (Would you want this done to you?) 13. Test for universality (Would you want everyone doing this?) . Examine the Issue xxvi. Separate prudential, legal and ethical issues (look for conflicts of interest, potential gain for you, etc.) xxvii. Identify stakeholders and frame the issue in terms of relationships . Create alternatives: ID acceptable, appealing and possibly transformative options (“widen your options”) xxviii. Consider three basic choices: exit, loyalty or …show more content…
Short-term emotion tempts us to make choices that are bad in the long term. We need to attain distance by shifting perspective: What would I tell my best friend to do? Or, what would my successor do? xliv. Prepare To Be Wrong 17. We are overconfident, thinking we know how the future will unfold when we really don’t. Prepare for bad outcomes . DECISIVE xlv. The Four Villains of Decision Making: 18. Narrow Framing: defining our choices too narrowly, seeing them in binary terms. Black and white. Right and wrong. It makes you miss options. 19. Confirmation Bias: developing a quick belief about a situation and then seeking out information that bolsters our belief. 20. Short-Term Emotion: often tempts you to make the wrong decision. 21. Overconfidence: overconfidence in how the future will unfold.
13. Mind Traps from Hammonds et al. (see slides and lecture notes)
. When we make decisions, we are at the mercy of our minds which are very capable of sabotage. xlvi. These mind traps are heuristics, or unconscious routines we utilize in order to manage the complexity of decision making. . Hidden
. Howard and Korver: xxiii. Clarify 7. Use value neutral language 8. Separate prudential, legal and ethical issues 9. Frame the questions in terms of relationships (stakeholders) xxiv. Create alternatives: ID acceptable, appealing and possibly transformative options 10. Consider three degrees of response: refrain/comply, elevate or transform xxv. Evaluate the alternatives: ID the alternatives that are ethical and defensible 11. Evaluate alternatives using your personal code or an ethical role model 12. Test for reciprocity (Would you want this done to you?) 13. Test for universality (Would you want everyone doing this?) . Examine the Issue xxvi. Separate prudential, legal and ethical issues (look for conflicts of interest, potential gain for you, etc.) xxvii. Identify stakeholders and frame the issue in terms of relationships . Create alternatives: ID acceptable, appealing and possibly transformative options (“widen your options”) xxviii. Consider three basic choices: exit, loyalty or …show more content…
Short-term emotion tempts us to make choices that are bad in the long term. We need to attain distance by shifting perspective: What would I tell my best friend to do? Or, what would my successor do? xliv. Prepare To Be Wrong 17. We are overconfident, thinking we know how the future will unfold when we really don’t. Prepare for bad outcomes . DECISIVE xlv. The Four Villains of Decision Making: 18. Narrow Framing: defining our choices too narrowly, seeing them in binary terms. Black and white. Right and wrong. It makes you miss options. 19. Confirmation Bias: developing a quick belief about a situation and then seeking out information that bolsters our belief. 20. Short-Term Emotion: often tempts you to make the wrong decision. 21. Overconfidence: overconfidence in how the future will unfold.
13. Mind Traps from Hammonds et al. (see slides and lecture notes)
. When we make decisions, we are at the mercy of our minds which are very capable of sabotage. xlvi. These mind traps are heuristics, or unconscious routines we utilize in order to manage the complexity of decision making. . Hidden