Critical Appraisal Of Decision Analysis

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3.0 Critical Appraisal of the Decision Approach
3.1 How the Approach could have been Improved
The IDAPER decision approach was systematic and useful at arriving at decisions. However, there are certain factors that could have been included to help the SMRT management exhaust all their options for the right decisions. Firstly, SMRT should have consulted with independent external experts in the transport industry. This would have given the management a broader risk management analysis on which to make informed decisions. But the company used its stakeholders to brainstorm the problems and make decisions. The failure of the 2012 revamp project caused the 2015 disruption because the decisions made did not analyze all potential risks that could
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However, the company adopted the typical style of problem-solving for most companies which is brainstorming among stakeholders. This scenario is explained using the organizational theory practice, which posits that organizations have specific practices that have a high level of predictability (Daft 2006). Hence, an organization will use the same problem solving or decision approach to solve its problems. however, a comparative analysis helps a company deviate from the usual practice and possibly find better decisions. There have been special railway disruption across the world such as the Southern Rail disruptions in London, which were solved effectively. The problem cited for the disruption of the Southern Rail include signal failures, faulty trains, and fewer tracks. One of the solutions that improved the situation was to “change the departure times and calling patterns of some evening peak in and out” of the city (Brooks-Pollock 2015). Essentially, undertaking a comparative analysis during the definition, approach, and planning stages would have helped the company discover evidence-based solutions to similar …show more content…
For instance, information on the best suppliers, newer technology, root cause of the problems, weather conditions, and the budget can help improve implementation and prevent drawbacks during the process. Based on the information pyramid, application of wisdom begins from raw data –which is the facts about the event; then information – interpreted data; then knowledge – information in context with some understanding; and finally wisdom – knowledge with insight (Burgin 2010). Past documented records on the problem, books and journals, including comparative analysis can help in the interpretation of data. It important that SMRT use each component to carefully make strategic, tactical and operational decisions. Information can also be derived from personal and company experiences that have not been recorded. This may help during brainstorming for

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