cf2 finals decision making
cf2 finals decision making
FINALS 1
LEARNING OBJECTIVES
• The environment of decision makers will play a role in the decision-making process. A factor
affecting cognitive performance, for example, is environmental uncertainty (Davidson, 2006).
• A complex environment is an environment with a great number of potentially different states that
come and go over time (Godfrey-Smith, 2001). Studies conducted at the University of Colorado
have shown that more complex environments associate with higher cognitive performance,
suggesting the setting can affect a decision. One experiment assessed complexity in a space by the
amount of small objects and devices present; less of those items were in a simple environment.
The higher measure of environmental uncertainty has positively improved executive performance,
making it harder to think about the situation and make a rational decision.
CHARACTERISTICS OF DECISION-MAKING
(MONAHAN, 2000).
• Tentative decision is the option which can accomplish all the objectives.
• Decisive action is taken and further action is taken to avoid any negative effects from being issues and to continue
all processes all over again.
• There are usually followed steps leading to a decision model that could be used to assess an optimal production
schedule.
THE NINE (9) CHARACTERISTICS OF A GOOD DECISION
• If you don't know how to handle tension or if the results are less than optimal, decision-making can be the single-
greatest weight on your shoulders. So, how do you know what makes a strong decision? Here are the nine attributes of
a positive decision:
• 1. Decisions positively impact others.
• 6. Decision is systematic.
• In general, a person takes prompt decisions. When in a group, keeping any one person responsible
not easy. Human decision for a wrong decision is not taking usually saves time, resources, and
energy as individuals make timely and rational choices. Although taking group decision takes a lot
of time, money and energy.
DECISION MAKING APPROACHES
• We make the majority of the decisions, as individuals. It is important to look at the approaches
that we follow in our individual decision-making in the effort to take more successful decisions.
• As the outcomes of the decisions are not clear, it is necessary to concentrate on how a decision is
made to increase the consistency of the decision. By looking at the approaches to decision-making,
we aim to highlight certain potential for change that can be accomplished regardless of a particular
decision strategy.
• There are a variety of ways to describe decision-making methods but we will find three broad groupings
for our purposes. For certain cases, we all prefer to take actions at one time or another using all of the
methods. Think about which approach will better describe how you make most of your choices, or prefer
making your choices.
• 1. RATIONAL OR ANALYTICAL APPROACH
• Exemplified by systematic decision-making.
• Defines upfront success factors
• Looks for details and objectively explores how each solution meets each success factor.
• Decision-making is organized and decisions can be taken under the assumption of the desired solutions
except for major unforeseeable or unpredictable incidents.
• Consideration of the implications of the final decision.
• 2. INTUITIVE DECISION MAKING APPROACH
• Relying on emotions and feelings.
• Careful planning is not possible or not desired.
• People will point to a "gut feeling" or "hunch" as
• the cause for a choice, reflecting that explanation is not accessible through conscious thought.
• 3. RANDOM OR CHANCE APPROACH
• In this approach a decision is made on impulse, without thought.
• Flipping a coin or using a "decision wheel" would be representative of employing this approach.
• It is sometimes considered a dependent style because this approach can promote denial of
responsibility.
SIMILAR DECISION-MAKING
• a. Create and nurture the relationships, norms, problems are understood and communicated. This stage takes place
prior to and during a moral dilemma.
• b. Recognize that a problem exists.
• c. Identify competing explanation on the problem, and evaluate the drivers behind those interpretations.
• d. Sift through various possible actions or responses and determine which is more justifiable.
• E. Examine the competing commitments which may distract from a more moral course of action and then prioritize
and commit to moral values over other personal, institutional or social values.
• f. Follow through with action that supports the more justified decision.
• g. Reflection in action.
• h. Reflection on action.
DECISION MAKING MODELS IN CRIMINAL JUSTICE
• For criminal justice, decision-making requires more than studying the rules and applying them to
individual cases. Decisions are based on discretion, that is, the exercise of human judgment in
order to make decisions about alternative courses of action.
• Professionals in criminal justice have little time to make important decisions which may be the
difference between life and death. While there making process that is fool proof, training,
conditioning, there is no decision-and practice among criminal justice leadership help these
professionals react more rationally and in the heat of the moment.
DECISION MAKING CHALLENGES FOR CRIMINAL JUSTICE PROFESSIONALS
• Events of over-exposure, which are characterized as unpredictable, erratic, volatile and under
conditions of high stress, impair the capacity of a criminal justice professional to make a
reasonable, rational decision. Criminal justice practitioners will experience a lag period in their
decision-making skills during these events. Many obstacles called psychological prisons may also
have a negative impact on the willingness of a police officer to take decisions.
THE CONSEQUENCES OF MAKING THE WRONG DECISION
• Loss of life.
• Departmental or jurisdictional administrative costs.
• Negative media attention and public opinion.
• Demotion in position and/or loss of job.
• Post-traumatic stress disorder (PTSD), family problems and other psychological concerns.
• Due to the aforementioned consequences, it is important that criminal justice leadership provides
the training needed to make reliable, ethical decisions in all Circumstances.
RECOMMENDATIONS FOR AN EFFECTIVE DECISION MAKING ON THE JOB
• Scenario-based conditioning and preparation are required to prepare criminal justice personnel to take
Simulators for training are constantly dependent on criminal justice to the officers as finely as possible. In a
built use-of-force scenario, some simulators also require trainees to experience near-misses or an impact.
This will bring a truly comprehensive experience.
• In addition to simulator training, there are other tips that criminal justice practitioners may apply to their
decision-making processes, which can save a life like:
• To increase the number of options, look at a problem from multiple viewpoints and angles.
• Assess the situation with a view to recognizing threats and non-threats; seek to make rational decisions
about how to respond accordingly.
• Visualize the way situations play out before they act. Challenge assumptions about a situation.
• Seek support and advice from colleagues in circumstances that require it.
• Make choices about the most important information, and seek to commit it to memory.
• Be mindful of and accept the feelings before making a conscious move to make rational decisions.
• Practice verbal and non-verbal communication skills with th colleagues to communicate information
about how to respond to a situation.
• Criminal justice professionals are responsible for their own mental, emotional and physical health
which all affect their decision-making capacity. Criminal justice leaders will also respect their team's
ongoing mental and physical decision-making This rigorous preparation makes a huge difference in the
willingness of criminal justice practitioners to take action in both operational and strategic situations.
DECISION MAKING STYLES IN MANAGEMENT AND ADMINISTRATION
• Many people believe that decision-making is not a rational option but a product of personality.
With that, leaders must understand that personality cannot stand in the way of critical decision
making. Good leaders will adapt their decision-making strategy to match the demands of various
circumstances.
• The most influential leaders learn how to tailor their decision-making style to suit specific
circumstances. Different contexts and situations call for individual management responses, and
sometimes multiple decision-making approaches. Leaders can learn how to make informed choices
in a a variety of diverse situations by understanding the different ways of decision-making and
being mindful of warning signs.
FOUR STYLES OF DECISION-MAKING
• 1. DIRECTIVE DECISION-MAKING
• Usually a Policy decision-maker sorts out the pros and cons of a situation based on what they
already know. Decision-makers in the directive are very rational and have little tolerance for
uncertainty. Instead of going to others for more detail, their decisions are rooted in their own
intelligence, experience and reasoning. The upside to this style is that decision-making is fast,
Ownership is transparent, and no extra communication taken impulsively, without all the necessary
details.
• Ito yung klase ng decision-making kung saan mabilis magdesisyon ang tao base sa sarili
niyang karanasan, kaalaman, at logical thinking. Hindi na siya masyadong nagtatanong o
humihingi ng opinyon sa iba.
• Karaniwan ito sa mga tao na:
• Gusto ng mabilisang desisyon
• May kumpiyansa sa sarili
• Hindi komportable sa kalituhan o kakulangan ng impormasyon
• Halimbawa:
Isang police chief na matagal nang nasa serbisyo ang agad nagdesisyon na
magpadala ng backup sa isang area dahil base sa experience niya, ganun
talaga ang pattern ng mga insidente roon—kahit wala pa masyadong detalye.
WHEN TO USE DIRECTIVE DECISION-MAKING
• A leader has to sense the situation, categorize it as a scenario that calls for a clear decision and an
appropriate response. Ensure best practices are in place for ongoing procedures. Remember to ask
yourself when classifying the situation: Is this my decision to make, and do I have all the details
necessary to make this decision? Where appropriate, delegate but remember to communicate in a
simple, direct language. It's the role of a leader to realize when there's no need for intensive
interpersonal contact and to make clear decisions based on the knowledge they already have.
⚫ SIGNS YOU NEED TO USE A DIFFERENT APPROACH
• Once operations run smoothly it is easy for leaders to become victims of complacency. Leaders
must be mindful of the changing complexity of specific situations. When you start making
complicated jobs simply by using simple decisions, you need to change your approach. Understand
that changing circumstances demand changing styles of decision making.
2. ANALYTIC DECISION-MAKING
• Before taking action, strategic decision-makers analyze a lot of details. Analytic leaders, for example,
rely on direct observation, data, and facts to back their decisions. Like decision-makers in the
guideline, however, an analytic decision maker may seek information and advice from others to affirm
or refute their own expertise. These decision-makers have a high degree of uncertainty tolerance and
are extremely adaptable but they prefer to monitor certain aspects of the decision process. This style
is a well-rounded decision-making strategy that can be time-consuming.
• In situations where there may be more than one right answer, analytical decisions are helpful. Use
this decision-making style to solve issues where the relationship between cause ause and effect is
discoverable but not immediately apparent. You use this approach evaluate to use fact-based
management to direct effective actiond
A LEADER'S ROLE IN ANALYTIC DECISION-MAKING
• Unlike decision-making directives, before agreeing on a course of action, leaders must evaluate all
the details they have available. Assembling a team of experts to assist with analytical decisions is
advantageous; Leaders must therefore freely consider contradictory advice and ideas. At the same
time, to make the most of the analytic decision-making process, leaders need to consider non-
expert perspectives.
SIGNS YOU NEED TO USE A DIFFERENT APPROACH
• Decision paralysis is the most important warning sign of overuse of the logical decision form. When
you find yourself living in a state of over-analysis or over-thinking without taking action or making a
decision, this strategy must be removed.
3. CONCEPTUAL DECISION-MAKING
• Compared with the guideline or empirical approaches, the relational decision-making process
takes a more collaborative approach. Conceptual decision-makers promote innovative thinking and
teamwork and take a wide variety of viewpoints into consideration. These decision-makers are
based on success and want to look well into the future when it comes to making critical decisions.
• Ito ang desisyon na may malawak na pananaw at collaborative. Pinapahalagahan
nito ang ideya ng teamwork, creativity, at long-term vision. Gusto ng decision-maker na
marinig ang iba’t ibang perspektibo bago magdesisyon.
• Open-minded at visionary
• Mahilig mag-brainstorming
• Apply logical decision taking to issues involving several conflicting ideas. This decision style is
ideally suited to circumstances that are marked by unpredictability and tailored to creative and
inventive approaches. You see no immediate solution in the these situations but trends emerge
over time. The use of a conceptual decision-making style accounts for long-term planning and the
unknown variables.
A LEADER'S ROLE IN CONCEPTUAL DECISION-MAKING
• To be successful in analytical decision taking, leaders need to create an atmosphere that fosters
experiments designed to uncover instructive trends over time. Leaders will need to make a point of
growing coordination and interaction. Build groups of people who can share new ideas and assist
with difficult decision taking and execution. Patience is the key and leaders need to take the time
to reflect.
SIGNS YOU NEED TO USE A DIFFERENT APPROACH
• If the decision you need to make includes a situation that needs structure and established
outcomes, a conceptual approach should not be employed. Often, decisions that need to
determine immediate consequences and situations in which there is no space for error are not
subject to logical decision taking.
4. BEHAVIORAL DECISION-MAKING
• Behavioral decision-seek to make sure that everyone is working together well. Like the conceptual
method, behavioral decision-is group-oriented; however, the community is given the choices
available to them, rather than brainstorming alternative solutions. From there the community will
discuss each each choice's pros and cons. This decision-making method takes into account several
different viewpoints and views in the process.
TRAITS AND VALUES IN DECISION-MAKING
• Decision-Making and Personality Traits role to play in decision taking than you would expect. Personality
characteristics have a much greater
• Some people are indecisive, because of their very quite make. These people I also find very committed to
the decision when they do. I am sure you know this kind of people. Others make choices way too easily
without taking into account all the consequences. Those are more impulsive people.
• What you respond specifically to the environment will influence your decision-making process, making
your decision-making process special as well. There are many ways in which we can explain how we
respond to the environment, but one one easy way is to suggest we respond from the brain, heart or gut.
Your personality will determine whether you approach decisions in a rational or emotional manner.
• A successful decision is made with the alignment of the three eyes, heart and gut or, as defined in
the holistic decision-making strategy, when the three are finally in harmony.
• It's all tough decisions. There is no way this gets out. However, by getting an approach and knowing
how our attitude influences our decision we can make them a little easier.
HOW TO FACTOR YOUR PERSONALITY INTO YOUR DECISION-MAKING
• As much logic as you bring in your choices, the way you make a choice will always affect your
personality. Individual personality is an unavoidable consideration combined with maturity and
experience but constructive self-awareness can help you weigh how much your intuition impacts
your decision-making process.
• What is interesting about the choices is that they are all yours. No other being on earth will make
precisely the same choices that you do, using the same exact procedure. It's because personality
keeps every decision you make updated. In conjunction with your degree of maturity, experience
and ego qualities (the way you cope major role in the choices you make and the process you with
stress make them by.
• Kahit gaano pa ka-logical ang desisyon mo, lagi at laging naapektuhan ito ng
personality mo. Ang ugali, pagkatao, maturity, at karanasan ay natural na bahagi
ng decision-making process.
• Pero kung may tinatawag na self-awareness o pagiging mulat sa sarili—mas
nagkakaroon ka ng kakayahan para timbangin kung gaano kalakas ang epekto ng
intuition mo (yung kutob o pakiramdam) sa mga desisyong ginagawa mo.
• Ang mga desisyon mo sa buhay ay tanging sa’yo lang. ikaw lang yan.
Walang ibang tao sa mundo ang gagawa ng parehong desisyon mo sa eksaktong
parehong paraan. Iba-iba kasi tayo ng personality, maturity level, karanasan sa
buhay, at paraan ng pag-handle ng stress.
• Halimbawa :
• Isang pulis ang nasa checkpoint sa gabi. May huminto na sasakyan na may tatlong sakay na
kabataan na halatang kinakabahan.
• Pulis A:
• May personality na mataas ang intuition at may experience sa paghawak ng kabataan.
• Kahit wala pang nakikitang ebidensya ng mali, naramdaman niya na may “off” sa kilos ng mga
pasahero. Hindi niya binale-wala ang kutob niya, pero kalma niyang kinausap ang mga
kabataan, tinanong nang maayos, at napagalaman na may dalang bawal na bagay.
• 👉 Ginamit niya ang combination ng experience, calm personality, at intuition sa
desisyon.
• Pulis B:
• May personality na by-the-book at hindi agad naniniwala sa
kutob.
• Mas gusto niya na may solid evidence muna bago kumilos. Kaya kahit
halata niyang may kaba ang mga sakay, hinayaan niyang makaalis
dahil wala siyang konkretong basehan para pigilan. Sa mata niya, mas
safe sundin ang procedure para walang issue.
• 👉 Ginamit niya ang logic at training bilang basehan ng
desisyon.
• Ano ang punto?
• Walang mali o tama agad sa disisyon nila—pero pareho silang
naimpluwensyahan ng kanilang personalidad.
• Si Pulis A ay mas instinctive at relational.
• Si Pulis B ay mas logical at rule-driven.
• Ang sariling style natin sa pagdedesisyon ay mahalaga sa
pagiging mas epektibong alagad ng batas—lalo na sa pressure-filled na
sitwasyon.
• Ang paggawa ng desisyon ay hindi lang galing sa isang bagay—
marami kang iniisip at nararamdaman na sabay-sabay na nakaapekto.
Kumbaga, parang halo-halo yan ng:
• personality mo,
• paniniwala,
• kagustuhan,
• inspirasyon,
• at kung minsan, emosyon.
• Ang “style” mo sa pagdedesisyon ay nakabase kung:
• Ikaw ba ay logical o emotional?
• Impulsive o maingat?
• Biglaan o pinag-iisipan muna nang malalim?
• Pulis A – Adventurous & Bold Personality
• Si Pulis A ay sanay sa risk, confident, at mabilis magdesisyon lalo na sa
field.
• Halimbawa, sa hot pursuit ng isang suspect, agad siyang tumawid sa
hindi pamilyar na eskinita para habulin ang suspek—hindi na siya
naghintay ng backup dahil kutob niya nandoon ang target.
• 👉 Mabilis ang kilos, pero mataas din ang posibilidad ng impulsive
decisions.
• Pulis B – Rational & Analytical
• Si Pulis B naman ay mahilig muna magplano. Kailangan kompleto ang
impormasyon bago kumilos.
• Sa parehong sitwasyon, tatawag muna siya ng backup, mag-a-assess
ng danger level, at saka gagalaw.
• 👉 Mabagal nga, pero mas safe at kalkulado.
IBA’T IBANG MOTIBO SA DESISYON
• Decision-making is a mental process that is an important part of preparing and taking action in a
variety of ways and at a wide range of levels, including, though not limited to, budget preparation,
educational preparing, policy making, and career building. Such events include people all over the
world. The underlying cross-cultural disparities in decision-making can be a major contributing
factor in cross-cultural communication, negotiation, and conflict resolution performance.
DECISION-MAKING MODELS
• Based on the perspective the researcher takes on the role that culture plays in decision-making, one of the
following models is used to think about out and forecast behavioral trends in decision-making in a given
community:
• 1. The Universal Model. Typically, the scientists who use this model believe there is only a small difference in how
people from different cultures make their choices. The findings obtained from one party are usually related to
humans.
• Ito yung pananaw na halos pareho lang ang paraan ng pagdedesisyon ng mga tao, kahit magkakaiba pa
sila ng kultura. Para sa mga naniniwala sa modelong ito, kung anong resulta ng pag-aaral sa isang grupo,
puwede ring i-apply sa buong sangkatauhan.
• Halimbawa:
Kung may study na nagsabing mas nagiging mabilis magdesisyon ang mga tao kapag pressured, kahit
saan mang bansa sila galing, gagamitin nila itong general na katotohanan.
• 2. The Dispositional Model. The adherents of the dispositional view recognize that decision-making
differences are cross-cultural and support the cause of cross-cultural study. They assume that the
variations found in the studies reflect the omnipresence of cultural inclinations in individuals 'minds,
and are expected to appear in all situations and situational context
• Dito naman, kinikilala na ang kultura ay may malaking epekto sa paraan ng
pagdedesisyon. Ibig sabihin, hindi pare-pareho ang desisyon ng mga tao dahil
naiimpluwensyahan sila ng kanilang kinalakihang kultura.
• Halimbawa:
Isang Filipino student na sanay makinig muna sa nakatatanda ay maaaring
magdesisyon base sa opinyon ng magulang. Pero isang American student na mas
pinapahalagahan ang individual freedom ay mas pipiliin kung ano ang gusto niya,
kahit kontra sa magulang.
• 3. The Dynamic Model. Adherents of this view often consider cross-cultural variations. They view cultural knowledge
not as a monolithic construct that is continuously present, but as a collection of discrete knowledge that is operational
as a function of the situation. We also the development and testing of complex promote models reflecting the
processes by which culture influences decision-makers.
• Dito, sinasabing ang impluwensiya ng kultura ay hindi palaging aktibo. Depende ito sa
sitwasyon. May mga pagkakataon na nangingibabaw ang kultura, at meron din
namang hindi.
• Halimbawa:
Isang Japanese manager na kilala sa pagiging mahiyain at indirect kung magsalita
(dahil sa kultura nila), pero kapag nasa international business meeting na kailangan
ng assertiveness, nag-aadjust siya sa context na parang Western style.
THE EFFECT OF CULTURE ON DECISION MAKING
• Western theories are known for the systematic use of logical analysis, a methodical approach to solving
complex problems by splitting them into their constituent parts and defining the patterns of cause and
effect of the constituent parts; While oriental philosophies are well known for their focus on holism-the
notion that the properties of a given system cannot be defined or clarified solely by the parts of its
components, but the system as a whole decides how the components behave.
• The individuals from high and low-context cultures also differ in their communication styles. The former
prefers the less direct style, and thereby they are less explicit in stating their feelings, desires, and
intentions when communicating verbally. The latter, on the contrary, are less likely to camouflage their
message and conceal their intentions.
• The culturally normative communication style also enhances people's responsiveness to the transmitted message and
influences the perception of the communicator. It influences hiring decisions. HR agents are more likely to recruit
direct, assertive, and even aggressive applicants in cultures of low background whereas the reverse trend is found in
cultures of high background.
• 1. Priming
• The automatic cognition literature indicates behavior is influenced by exposure to elements of the social
environment in a manner consciousness or purpose. We know from the common schematic
representations of a certain society, the stereotyped behaviors that later affect our decisions. When a
person is prepared with a definition, often through an implied order to think about it, it stimulates all forms
of relevant knowledge and affects decision taking.
• Cultural and personal information is accessible to all through cultures. Cultural knowledge appears
to represent a broad sampling of the events in life, whereas personal knowledge is more ore based
on individual or atypical experiences. The other difference between their accessibility is the
cultural and personal awareness. Cultural community participants are prepared day after day with
a collection of values, behaviors, and behavioral habits that contribute to building up and and
storing cultural awareness. Cultural awareness is therefore very available even under a heavy
cognitive load of work. Personal awareness is a record of a particular event and is not replicated in
too many ways. why a concerted attempt is required to access which takes more time and effort.
3. PEER PRESSURE
• Individuals in collectivist societies are less likely to behave when they do not encounter social
pressure according to their cultural values. According to what collectivist culture dictates, Japanese
and Chinese ore likely to decide, compared to students are more American and Italian students,
whether they will eat in fast-subject to the norms adopted in their societies, and less likely to make
choices dependent on their personal attitudes. This peculiarity, however, is much more salient
when they make plans for eating with their friends, and less salient when they decide to eat alone
in a fast food restaurant. The probability that they will behave based on their attitudes increases
dramatically according to the above situation.
THE PRESSURE TO PROVIDE REASONS FOR THE DECISION
• When individuals need to offer reasons for their decision, cultural awareness is recruited. The need
to include explanations evokes an information-processing approach focused on top-down
application of rules and standards, rather than bottom-up processing based on personal
experience. This can be clarified with the aid of the supposition that when asked to offer reasons,
individuals feel the need to adapt because they do not want to be the outsiders. They feel more
able to rely on their own experience when they are not asked to justify their choices.
• Chinese have been shown to have a slightly lower propensity to compromise, which was previously
considered to be one of their signature characteristics when they were not asked to give reasons
for their purchase decisions. On the contrary, Americans are more likely to compromise when it is
not their duty to provide reasons for their decision.
• Kapag kailangan ng isang tao na magpaliwanag kung bakit siya nagdesisyon ng ganito o
gano'n, mas nagiging maingat siya.
Nag-iiba ang style ng pag-iisip—imbes na base sa personal experience lang, ginagamit niya
ngayon ang mga batas, pamantayan, at expectations ng ibang tao (top-down approach).
• Bakit?
Kasi ayaw ng karamihan na mapagkamalang kakaiba o “iba sa grupo.” Gusto nating mag-
adjust, lalo na sa harap ng ibang tao.
• Kapag hindi hinihingan ng paliwanag, mas kampante ang tao na magdesisyon base sa sariling
karanasan o gusto niya lang talaga (bottom-up approach).
• Sa isang research, nakita na ang Chinese ay mas hindi pala mahilig mag-compromise kung hindi
naman sila pinapaliwanag kung bakit sila bumili o pumili ng isang bagay—kabali-taran sa dating
paniniwala na madalas silang nag-aadjust.
• Sa kabilang banda, ang Amerikano, mas madali silang nag-aadjust o nagko-compromise kapag
hindi sila pinipilit magpaliwanag.
THE INDIVIDUAL TOLERANCE FOR COGNITIVE AMBIGUITY
• Widespread common cultural awareness offers a validated context for individuals to view
potentially ambiguous interactions, providing their followers with a sense of epistemic protection
and protecting against ambiguity and unpredictability. The degree to which persons of all cultures
need firm answers varies. It is found that the people with high tolerance for ambiguity are less
likely to act with the consent of their society.
THE UNIVERSAL EFFECTS OF SITUATIONAL DEMANDS ON DECISION MODE
SELECTION ACROSS CULTURES