This framework is commonly used when making decisions following unexpected situations. The first step to this model of decision making is to identify the problem, and criteria to be met (Albright, Winston, & Zappe, 2010). The failure to diagnose a problem well can make a person to make the wrong decision, like I did. It would help to frame the situation in a different perspective, so that one can make an unconventional decision. I did not try to view the situation from another perspective, but only thought of it as a source of trouble from the employees (Angelogiannos, 2009). Still on this, it is likely that the decision maker will consider the symptoms as the problem, and therefore, they are not able to identify its root cause. I only focused on the reaction of employees, and did not consider taking time to look at the cause of the problem. This would have taken time which I felt was not on my
This framework is commonly used when making decisions following unexpected situations. The first step to this model of decision making is to identify the problem, and criteria to be met (Albright, Winston, & Zappe, 2010). The failure to diagnose a problem well can make a person to make the wrong decision, like I did. It would help to frame the situation in a different perspective, so that one can make an unconventional decision. I did not try to view the situation from another perspective, but only thought of it as a source of trouble from the employees (Angelogiannos, 2009). Still on this, it is likely that the decision maker will consider the symptoms as the problem, and therefore, they are not able to identify its root cause. I only focused on the reaction of employees, and did not consider taking time to look at the cause of the problem. This would have taken time which I felt was not on my