Decision Models – Using Intuition to Make Decisions Essay

The decision-making process occurs at all levels of management. However, the top executive managers, middle level managers, and front line managers are responsible for guiding the decision making process within their healthcare organizations (Liebler & McConnell, 2008,p.148). CEO’s are responsible for guiding the actions and behaviors of their employees to collectively achieve the organization’s goals. The mission and vision statement are the foundation of what direction the healthcare agency is heading. The CEO and top level executives are responsible for developing code of ethics and code of conduct to align with accreditation, licensing, and federal and state laws.

Kahneman’s article is an analysis of intuitive thinking and how it guides our decision-making. Although primarily aimed at the field of psychology, it is an interdisciplinary article with applications in economic theorising. Kahneman attempts to differentiate between two systems of thought, one of intuition (system 1) and one of reasoning (system 2), and argues that many judgements and choices are made intuitively, rather than with reason (a slower and more deliberate process). Intuitive decision making, which encompasses heuristics, although generally more efficient and rapid, makes the agent potentially subject to errors due to framing effects or violations of dominance. The analysis of the studies and theoretical situations also provides criticism of the commonly held model of the rational agent within economics. The article also further conceptualises Kahneman’s theory, the Prospect Theory (Kahneman & Tversky, 1979), which has descriptive applications of people’s choice in decision-making situations involving risk and known probability of outcomes. These situations are typically unexplained by the more normative rational agent model.

In one experiment, involving various bad smells, it was noted that the participants that had been exposed to a mild-stink or strong-stink smell were more severe in their moral judgements than participants exposed to no bad smell. In all four experiments, the same results were obtained, participants that felt disgust were likely to be more severe in their judgments. This paper concludes that participants who believe in their intuitions were often tricked by outside forces, such as a bad smell. Noting this phenomenon, the paper suggests that self-awareness of these outside factors can help mitigate their effect. However, they also suggest it is not wise to completely remove somatic markers. In one study, the patients were not able to incorporate feelings and sensations into their decision making; as a result, the patients were unable to come to conclusions on any simple subject matter. The paper concludes that it is ok to rely on these intuitions even if they can be easily influenced, but it also says we must be aware of factors that can distort our intuitions. By following this methodology, one can mitigate making biased decisions due to his or her

In The Invisible Gorilla, authors Christopher Chabris and Daniel Simons demonstrate how our intuition can falsely lead us to fallacy. The ability to understand surroundings immediately without conscious reasoning permits misinterpretations, false judgements, and unclearness without us even realizing. Through experiments done in psychology, Chabris and Simons reveal much more about how we actually see our world compared to how we think we see it. As so many of us believe against, it is exceptionally true that we do not know how our minds work and why we behave the way we do. Our minds actually fool us and get us to believe misconceptions as being the truth. The Invisible Gorilla focuses on the six everyday “illusions” people undergo that affect

When humans make a decision, it often turns out to be “predictably irrational” (Ariely, 2009). They always deviate systematically from expected decision rather show an inclination towards a certain way of thinking. This consistency of behavioral or decision bias can be very helpful to identify consequences or outcomes in a different

In order to master critical thinking, the ability to question information and solve problems must be present. The crucial steps that lead to successful decision-making is not based solely on our skills and abilities, but on the strategies that help us get there. All these steps combined allow us to make solid and intelligent decisions. Research on understanding how the mind works is a continuing project at best, but the progress we have made is substantial in the areas of understanding problem-solving and decision-making.

Understanding how our brain works can help us understand why all individuals have unconscious biases. Blair (2007) gave an example of the elephant and the blind man story where six blind people, who have never seen an elephant, had different description of an elephant (pillar, rope, thick branch of a tree, big hand fan, huge wall, solid pipe) based on what they touched. On the one hand, they were all right but, on the other, they were all wrong as they just had the chunks of the bigger picture. This gives us an insight of what humans are like and how they see the world based on the lens of their experience.

Did you know drugs can kill you? I had a friend who was sober and he took a drug after six months and got killed. The D.A.R.E program told me everything that could happen when you use drugs, smoking, alcohol, stress, and bad decisions. D.A.R.E has told me everything about it, how it can cause death and injuries. D.A.R.E talks about smoking, drugs, alcohol, and decisions. Dare taught me the decision making model.

The film The Truman Show portrays an array of the ways of knowing continuously throughout. One of these ways can easily be deciphered as intuition. The essential gut feeling can swallow up any other reliable source solely because of a certain unexplainable phenomena pulling the heart and mind in polar directions. Initially, it is Truman’s intuition that over powers his refuting thoughts and this is demonstrated when Truman explains his theory to Marlon, who then proceeds to invalidate it. This leaves Truman empty handed and with a lack of reliable sources, except his intuition.

There are numerous instances in which I have gained knowledge via intuition. For instance, last Halloween I saw a black cat, and I was concerned it was a sign of bad luck. Later that night I accidently broke my phone. I am sure there are many times in which I have seen black cats and not thought anything of it, but when it happens on Halloween it suddenly has more of a meaning.

Perhaps one of the most important points made by Gladwell in this book is that neither analytical nor intuitive thinking is good or bad. But under chaotic conditions, the lesser the information available, the better because information overload can delay decisions, and under pressure, delayed decisions are worse than bad decisions. Gladwell illustrates this with an astonishing example of an experiment where sales of a jam shop were as high as thirty percent more when they had only six types of jam than when they had twenty four.

This paper discusses how intuition, perspective abilities, and professional skills in doing a job, are what organizations depend on. Instinct shapes many of our choices and actions in the workplace helping us make decisions from within. It includes using observational skills, analysis and past experiences to anticipate needs and questions. Workplaces are shifting from task oriented environments to requiring more multifaceted problem solving skills. The way that business leaders made decisions in the past is no longer a guide to making future decisions. Embracing the intuitive approach that goes beyond customary reasoning alone is fast becoming a crucial business practice.

Decision making can be described as a process of making a decision or decisions, based on choices made amongst two or more competing course of actions. The ‘Decision making’ also requires making a define choice between two or more alternatives course of actions that are available.

We have to think about the qualitative factors that are involved in our decision making too. In the decision making process, as we saw in a case called The Nancy M. Hohman, we saw that many times the numbers will not speak louder than our personal preferences. The Nancy M. Hohman was a less than one year old ship, worthy US$ 40 million, carrying 200,000 tons of crude oil and 28 crew members and had an engine malfunction 9 miles way off the coast of South Africa. However, Port Elizabeth (the nearest one) was too small for the ship and the next close one was 380 miles away.

Individuals tend not to follow their own intuition, but they follow others thoughts and opinions. According to Forbes, a news source for professionals, states ”Studies have found that the longer people mull over big decisions, the less satisfied they are afterward.” Furthermore, if a person uses their intuition, it will take them a long time figuring out what they want. Sometimes a person's decision relies on others opinions instead of making the decision in which they hold in their intuition. Many individuals perceive this as their gut feeling. People can achieve a task faster if they stop thinking or ask for others opinions. For instance, there could be many situations that a person needs reassurance from others they rely on others opinions. Although, many adolescents use the past experience of someone close them so that they will not make the same decisions as them in which it would not affect their lives. Professor Harold argues persuasively of imitation: “the same ability [can] exploited their model someone own mind.” Imitation can cause self-awareness towards someone. It creates a model for someone to imitate and make it part of their life . Many people use social media as a way they can find their true self.