Judgement and Decision Making Text Abstracts

Ai – A description of four different examples of accidents and/or sudden illnesses should occur

Managers make many decisions every day. Thankfully there are many tools available to a manager as they make these decisions. Tiffany is a General Manager of a franchise in the quick service restaurant industry. She is faced with decisions dozens of times in one day. A large portion of the decisions that she is faced with are made to solve structured problems, however, sometimes an unstructured problem does arise that she needs to address. As well as solving problems Tiffany must also make plans to in order to have structure and organization to achieve the goals set forth by herself and the company that she works for. Looking at some of the decisions that Tiffany has had to make recently it can been seen how she goes about solving

Coincidence? An accident? Fate? There's no such thing as fate. It's simply a combination of one circumstance and the next. And who is it that creates those circumstances?...It's you.”. This is how I see the world. When I make a big mistake these words are the last thing to cross my mind. But as a hypocritical individual, I see it necessary to tell others this when they make a big mistake and try to deny it. I could say this is human nature to believe that something isn’t your fault. To believe that this one inconvenience for me and my friends can’t possibly be my

Causality as relates to Free Will, Determinism, and Interdeterminism. Suggest that we don’t always have an explanation for a cause. There can be multiple factors

I like to sit back and observe the management skills of the ones that I work with and I can make better decisions about what I am facing. When I see someone struggling with their decision-making skills, I ask if they need assistance and attempt to help them out. If they are not capable of making the decision I will usually step up to make the decision. At this point I am tired of the decision not being handled in a timely manner and I will take

Garvin, David, and Roberto, Michael. What You Don’t Know About Making Decisions. N.p.: Harvard Business Review, n.d. Pdf

The leadership style of the supervisor may determine if they are willing to place decision-making authority in the hands of employees. A supervisor must be willing to give out responsibility and decision-making authority to their employees. The basic decision-making process is not always based on facts, figures, or totals but sometime based on pressures such as time and resources (McConnell, 2015). Supervisors consider it too risky to place decision-making authority in the hands of employees because they have a limited amount of experience making subjective decisions which are not based on facts and figures.

Making a decision is one of the main activities of a leader. Wren and Voich (Wren and Voich, 1994) believe that decision making is mandatory for successful execution of any managerial function.

In chapter 1, and the videos presented to us, we learned that there are bad decisions being made at all levels of management. We assume that as executives the answers should be straightforward and easy. The reality is such that decisions made by these individuals are flawed from the beginning due to nature of thinking applied to them.

For the most part, decisions are being made when needed in an individual framework as opposed to all at once with all the variables present. This leads to subpar performances in the leadership’s ability to make optional decisions. If organizations understand that framing can influence the decision-making process, they will be properly equipped to make choices with the access to all possible alternative options. Rational decision makers need to be immune to the framing of choices keeping in mind that framing will strongly affect their decisions. Even a minimal effort to readjust one’s perspective can exert a strong influence towards a positive

Reason(1997) described accident causations in a macro-system manner, arguing that contextual top-down elements setup humans to make errors. These can be ascribed as a conjunction of active and latent errors within the work system. Active failures

Bavoľár, Jozef and Oľga Orosová. “Decision-making styles and their associations with decision-making competencies and mental health.” Judgment and Decision Making 10(2015): 115-122. Web. 1 Jan. 2015

The most common of the four “villains” of decision making would be “narrow framing.” Narrow framing is an obstacle that stands in the way of good decisions by limiting the amount of options. In decision making, a narrow frame or a restricted set of options is a missed opportunity at possibly better choices that could be generated to increase choices. Naturally, I go back to my time as both a teacher and principal and can see how invested educators are in their work and how easy it is to overlook or miss the obvious. The enormous amount of pressure on educators in Kentucky has forced teachers to be nearly automated in their behaviors, actions and strategies that are implemented in the classroom. Society sometimes questions why students lack

Normal accident theory and Swiss cheese model are influential models in studying system accident causation. This paper is going to help us to gain understanding of both models and to critically compare them. The first part of the study is an introduction of the both models. In the second part, Three Mile Island nuclear accident will be taken as an example to see how the models analyse causations of an accident. In this part, the fact of the accident will be presented first, then normal accident theory and Swiss cheese model will be invited to identify the causes of the accident respectively. The evaluation and comparison of the two models will be discussed in the final part. Both models conclude that accidents are

A study published in the winter 1997 volume of Business Strategy Review suggests the major factor in a decisions success is the decision process itself. The study, by Paul Nutt, suggests that poor decision making