Summary of “the Hidden Traps in Decision Making” 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.

Most decisions are made with analysis, but some are judgment calls not susceptible to analysis due to time or information constraints. Please write about a judgment call you’ve made recently that couldn’t be analyzed. It can be a big or small one, but should focus on a business issue. What was the situation, the alternatives you considered and evaluated, and your decision making process? Be sure to explain why you chose the alternative you did relative to others considered.

It's so easy to wonder; where exactly would our world be today had the United States not declared independence from Great Britain? We would very well be living in a completely different world. Luckily for us, it did indeed happen and justifiably so. Firstly, Great Britain was allowed to make decisions that in no way benefited the colonists and actually hurt them instead. Secondly, these said decisions were made without any input from the colonists.

Most of us like to imagine our beliefs and opinions are logical and objective; however, the reality is that we tend to pay more attention to the information which supports our original ideas. And at the same time, we are trying to ignore the information which despites us. This process is called confirmation bias, and it exists in our daily lives.

I believe one of the most detrimental aspects of modern society is our polarization to media sources that feed us information we want to hear, information that we agree with. I think this is a side effect of living in a world where information is made instantly available to us. We can easily search the internet for information we want to see, and most importantly, we can hear or read that information from a perspective which we support. I believe this is one of the most prevalent examples of confirmation trap, and it is dangerous to us as a society because it can divide us apart.

* Sample: The sample is limited to a small proportion of working professionals in Western Sydney and may not accurately reflect the population of working professionals.

What motivated the Bush administration to invade Iraq in 2003 despite strong opposition from the international community? On one side, the administration maintains that the invasion was necessary to prevent Iraq from developing weapons of mass destruction (WMDs). In his memoir “Decision Points”, Bush argued that Saddam posed too much of a threat–he brutalized his own people, violated international demands, and sponsored terrorist groups like al-Qaeda. On the opposing side, critics of the war argue that the Bush administration used the 9/11 terrorist attack and the threat of WMDs to justify waging an illegal war against Iraq in order to extract Iraqi oil to fund the military-industrial complex, to secure Israel, and to “finish the job” of deposing Saddam. While these explanations for the invasion have some merit, they are problematic because they fail to capture the extent of the administration’s actual ambitions. An analysis of how individuals on Bush’s administration, such as Paul Wolfowitz and Condoleezza Rice, viewed the world reveals that the invasion of Iraq was intended to demonstrate the effectiveness of and necessity for preemptive action, overthrow Saddam, and transform the Middle East. However, what was perceived to be a quick and easy operation to stabilize the Middle East and secure America’s interest backfired and turned Iraq into a safe haven for terrorists.

Many times, time and perseverance is the key to the best result possible. But like Gary Collins said “We can try to avoid making choices by doing nothing, but even that is a decision. Therefore, decision making is in us relentlessly whether we want it or not.

In the next section the book presents two types of theories: game theory and behavioral theory. Game theory was created over 2,500 years ago by the Chinese military (Ho & Weigelt, 1997). It has only entered the business environment recently but still uses the same concepts and is a tool for doing strategic analysis. Game theory is essentially a way to make decisions. How will it affect your company? How will it affect your competitor? It takes into account cause and effect, considering all possibilities and what resources will be needed. The second theory offered is behavioral theory. This theory investigates why it is that managers often make irrational decisions that may negatively affect the future of the organization. Often, managers make decisions based on their own biases and not necessarily rational like the game theory.

Making decisions is no easy feat, especially when it comes to choices that have the ability to change the direction of one's life. Decisions like choosing what college to go to and what career path to head down are often encouraged to be deliberated as far as years in advance, solidifying the common belief that the more educated the decision, the better it is. English Canadian author Malcolm Gladwell challenges this notion by arguing that snap decisions made by the adaptive unconsciousness have the ability to be controlled and utilized to to become equally as powerful as conscious choices can be. Gladwell executes this message through a well written introduction split up into three parts; the first providing an extended example, the second

Organizational behavior helps managers to improve the organization in a good way. Decision making process is the one of the behavior in human organizational behavior. According to McShane and Von Glinow (2000), “decision making a conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs”. Decision making is a linear process and it includes six steps such as identifying the problems, gather and evaluate data, list and evaluate alternatives, select best action, implement the decision and getter feedback (refer to Figure 1 in Appendix 1).

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.

Inadequate information, data, and knowledge. For rational decision-making to be accurate, reliable, and complete, information about various aspects of the problem under investigation is necessary. Possible future trends can be estimated with the help of such information. This facilitates rational decision-making. However, adequate and reliable information may not be available at the time of decision-making. As a result, the decisions may become defective or irrational or may prove faulty in the course of time. This is how decisions become irrational.

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