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L&M presentation

This document outlines the learning objectives for a unit on decision making and problem solving, emphasizing the definitions, importance, and types of decision making. It details a structured problem-solving process that includes defining the problem, gathering and analyzing information, developing solutions, making decisions, implementing those decisions, and evaluating the outcomes. Critical thinking is highlighted as essential throughout this process to ensure effective decision making.

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9 views

L&M presentation

This document outlines the learning objectives for a unit on decision making and problem solving, emphasizing the definitions, importance, and types of decision making. It details a structured problem-solving process that includes defining the problem, gathering and analyzing information, developing solutions, making decisions, implementing those decisions, and evaluating the outcomes. Critical thinking is highlighted as essential throughout this process to ensure effective decision making.

Uploaded by

sadiqafridi8900
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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NoAt the end of this unit the learners will be able to:

1. Define the terms decision making and problem solving.

Decision making is a complex, cognitive process often defined as choosing a


particular course of action.BusinessDictionary.com (2016, para. 1) defines
decision making as “the thought process of selecting a logical Choice from
the available options.” This implies that doubt exists about several courses of
action and that a Choice is made to eliminate uncertainty.

Problem solving
2. Discuss the importance of critical thinking in decision making

3. State the importance of decision making and problem solving

4. Identify the types of decision making

Adaptive decisions are necessary when both problems and alternative


solutions are somewhat unusual and only partially understood. Often they
are modifications of other well-known Problems and solutions. Managers
must make innovative decisions when problems are unusual And unclear
and when creative, novel solutions are necessary

5. Describe the models used for decision making

6. Describe the application of the models to a given situation

7. Describe the problem solving process and its application to


clinical and administrative situations.

1.Define the problem.

2. Gather information. Problem solving begins with collecting facts.


This information gath-Ering initiates a search for additional facts that
provides clues to the scope and solution of
The problem. This step encourages people to report facts accurately.
Everyone involved can Contribute. Although this may not always provide
objective information, it reduces misin-Formation and allows everyone an
opportunity to tell what he or she thinks is wrong with a Situation.Experience
is another source of information—one’s own experience as well as the
Experience of other nurse managers and staff. The people involved usually
have ideas about
What should be done. Some data will be useless, some inaccurate, but some
will be useful to
Develop innovative ideas worth pursuing.
3. Analyze the information. Analyze the information only when all of it has
been sorted into
Some orderly arrangement as follows:
• Categorize information in order of reliability.
• List information from most important to least important.
• Set information into a time sequence. What happened first? Next? What
came before
What? What were the concurrent circumstances?
• Examine information in terms of cause and effect. Is A causing B, or vice
versa?
• Classify information into categories: human factors, such as personality,
maturity, educa-
Tion, age, relationships among people, and problems outside the
organization; technical Factors, such as nursing skills or the type of unit;
temporal factors, such as length of ser-Vice, overtime, type of shift, and
double shifts; and policy factors, such as organizational Procedures or rules
applying to the problem, legal issues, and ethical concerns.• Consider how
long the situation has been going on.
Because no amount of information is ever complete or comprehensive
enough, critical-Thinking skills, discussed earlier, help the manager examine
the assumptions, evidence, and Potential value conflicts.

4. Develop solutions. As an individual or a group analyzes information,


numerous possible Solutions will suggest themselves. Do not consider only
simple solutions, because that mayStifle creative thinking and cause over
concentration on detail.Developing alternative solu-Tions makes it possible to
combine the best parts of several solutions into a superior one. Also,
alternatives are valuable in case the first-order solutions prove impossible to
Implement.When exploring a variety of solutions, maintain an uncritical
attitude toward the Way the problem has been handled in the past. Some
problems have had a long-standing
5. Make a decision. After reviewing the list of potential solutions, select the
one that is Most applicable, feasible, satisfactory, and has the fewest
undesirable consequences. Some solutions have to be put into effect quickly;
matters of discipline or compromises In patient safety, for example, need
immediate intervention. You must have legitimate Authority to act in an
emergency and know the penalties to be imposed for various Infractions.If
the problem is a technical one and its solution brings about a change in the
method of Doing work (or using new equipment), expect resistance. Changes
that threaten individuals’ Personal security or status are especially difficult.
In those cases, the change process must Be initiated before solutions are
implemented. If the solution involves change, the manager Should fully
involve those who will be affected by it, if possible, or at least inform them of
The process. (See Chapter 5 for discussion of the change process.)

6. Implement the decision. Implement the decision after selecting the best
course of action.

If unforeseen new problems emerge after implementation, evaluate these


impediments.

Be careful, however, not to abandon a workable solution just because a few


people object;

A minority always will. If the previous steps in the problem-solving process


have been

Followed, the solution has been carefully thought out, and potential problems
have been Addressed, implementation should move forward.

8. Evaluate the solution. After the solution has been implemented,


review the plan and Compare the actual results and benefits to those
of the idealized solution. People tend to Fall back into old patterns of
habit, only giving lip service to change. Is the solution being
Implemented? If so, are the results better or worse than expected? If
they are better, what Changes have contributed to its success? How
can we ensure that the solution continues to Be used and to work?
Such a periodic checkup gives you valuable insight and experience to
Use in other situations and keeps the problem-solving process on
course.

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