IFSTA Decision Making (Ch 4) Flashcards Preview

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Flashcards in IFSTA Decision Making (Ch 4) Deck (34)
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1
Q

Decision making “basic assessment” 4 questions

A
  • Is the decision with my authority?
  • Is there sufficient information available about the situation to make an informed decision?
  • How will the decision affect the unit/organization?
  • Is the problem worth the effort?
2
Q

Decision making: unit considerations

A
  • Monitoring members
  • Listening to concerns
  • Watching for signs of stress, fatigue, loss of interest, resistance to change, others.
3
Q

Decision-making: 3 considerations of problems

A
  • Whether decisions are generic (programmed) or exceptional (nonprogrammed)
    • Generic: routine, made based on rules, regs, procedures, policies.
    • Exceptional: nonrecurring, unique, significant
  • Conditions to which decisions are subject
  • Choice of decision-making models used.
4
Q

Conditions that affect decisions

A
  • Certainty: decisions have known results and require specific resources. Generic usually involve certainty.
  • Risk: decisions have probable consequences, though unknown outcomes possible. Exceptional = risk
  • Uncertainty: decisions have completely unkown consequences due to lack of information. Exceptional = both risk and uncertainty.
5
Q

2 generally accepted decision-making models

A
  • Rational (classical) model
    • Leader gathers information, makes decision based on best possible alternative. Usually applied to exceptional decisions with high risk & uncertainty
  • Bounded rationality model
    • Leader selects the decision that satisfies minimal requirements of situation. Usually applied to generic decisions with certain outcomes.
6
Q

Bounded rationality model decisions

A
  • Leader selects decision that will satisfy the minimal requirements
  • Usually applied to generic (programmed) decisions with certain outcomes.
7
Q

Advantages of group decision-making

A
  • Better decisions
  • Improved information
  • Improved alternatives
  • Improved understanding of decision
  • Increased committment to decision
  • Improved morale within team
  • Increased motivation
  • Trains members in the process
8
Q

Disadvantages of group decision-making

A
  • Slower process
  • Time may be wasted
  • Decision may only meet minimum requirements
  • Domination by a group member
  • Potential for conformity
  • Perceived stigma of not being part of a team
  • Disenchantment with group process
  • Potential barricade created if a member does not agree with the final decision
9
Q

Steps of decison-making process

A
  1. Classify the problem
  2. Define the problem
  3. List alternative options
  4. Determine best response
  5. Convert the decision into an action
  6. Test the action against desired outcome
10
Q

Classifying the problem

A
  • Generic: recurring, possibly symptom of larger problem. Usually solved by application of rule, policy, principle. (Job-related back injuries)
  • Exceptional: may occur only once. Must be dealt with by customized response. (chemical spill)
11
Q

Defining the problem

A
  • Generic: requires more data to determine specific problem which may have major underlying issue, and note a trend.
  • Exceptional: Requires gathering information quickly. Details of spill help define specific problem and contributes to decision process.
12
Q

Listing alternative options

A
  • List various responses
  • Limited by internal/extern politics, available resources, time)
  • Lots of time = time to list alternatives.
13
Q

Determining the best response

A
  • Best response = one that fully completely corrects the problem.
  • Technically, morally, ethically, legally, politically, and financially correct.
  • Some situations require multidimensional solution.
14
Q

Converting decision into action

A
  • Assign responsibility for implementation
  • Allot necessary resources
  • Establish measurements for success
  • Hold people responsible for implementation
15
Q

Testing action against desired outcome

A
  • Use feedback of participants and self to determine if decision solved problem
  • Exceptional = immediate feedback
  • Generic = takes time
  • Other problems created?
16
Q

Barriers to decision-making

A
  • Psychological (internal)
  • Organizational (external)
17
Q

Psychological barriers

A
  • Fear
  • Ego or self-esteem
  • Indecisiveness
  • Distrust
  • Antagonism
  • Jealousy
  • Unetheical motives
18
Q

Barriers: Fear

A
  • Failure
  • Embarrassment
  • Personal ridicule
  • Physical harm
  • Public exposure
  • What’s the worst that can happen?
19
Q

Barriers: Ego or self-esteem

A
  • Ego = not listening to advice of others
  • Lack of self esteem = lack of self confidence needed to make decision
20
Q

Barriers: Indecisiveness

A
  • Events will overtake need for decision
  • Problem may overwhelm resources available
21
Q

Barriers: distrust

A
  • Causes lack of trust in own ability to make correct decision and in others to provide accurate information to implement a decision.
  • Result of low self-esteem
  • Can cause paralysis
22
Q

Barriers: Antagonism

A
  • Active opposition causes decision-maker to compromise, even though may not be best solution
  • May be result of ego, personality differences, jealousy
  • Overcoming
    • Provide clear, concise communication
    • Listen to concerns and ideas of others and accept them as valid
23
Q

Barriers: Jealousy

A
  • Causes individual to act irrationally and block suggestions of others.
  • Committee’s decision-making may be crippled
  • Overcoming
    • Good communication
    • Treat others with respect
24
Q

Barriers: unethical motives

A
  • Involves personal gain, enhanced self-image, personal protection at the expense of others
  • Results in bad decisions
  • Overcoming
    • Subordinate personal agendas for the good of the organization
25
Q

Barriers: Oranizational (external)

A
  • Lack of data
  • Lack of accurate analysis
  • Lack of resources
  • Lack of management/membership support
  • Lack of committment
  • Lack of capacity
26
Q

Barriers: Lack of data

A
  • Lack of accurate, sufficient, or timely information
  • May result in
    • No decision
    • Wrong decision
    • Compromise that does not resolve problem
  • Overcome
    • Gather accurate, reliable, recent, unbiased data
27
Q

Barriers: Lack of accurate analysis

A
  • Leads to unacceptable decision even with accurate, recent, sufficient data
28
Q

Barriers: Lack of resources

A
  • Delays decisions if resources not available
  • May include
    • finances
    • personnel
    • time
    • equipment
    • lack of enforcement
  • Overcome
    • Implement in phases
29
Q

Barriers: lack of management/membership support

A
  • Dooms decisions to failure from the start
  • Good intention that doesn’t become action
  • Overcome
    • Team building
    • Open communication
    • Empowerment of membership
30
Q

Barriers: lack of committment

A
  • Leads to ineffective decisions
  • Overcome
    • Use oral and written communication skills and public statements of committment
31
Q

Barriers: lack of capacity

A
  • Lacks authority or ability to make decisions
  • Raises may rest with HR/admin, not C/O
  • Enforce building codes with other officials
32
Q

Abilene paradox: symptoms

A
  • Group members agree individually in private about problem
  • Agree individually about solution
  • Fail to accurately communicate desires/beliefs to each other
  • Lack of communication leads to counterproductive decisions (or unethical)
  • Process frustrates members
  • Cycle repeats itself unless corrected through accurate communication
33
Q

Abilene paradox: avoid by

A
  • Open, honest, direct, appropriate communication
  • Membership involvement
  • Appropriation of resources
  • Ethical foundation
  • Accurate, well-analyzed data
34
Q

Four-way test

A
  • Rotary club by-laws (1943)
    • Is it the truth?
    • Is it fair to all concerned?
    • Will it build goodwill and better relationships?
    • Will it be beneficial to all concerned?
  • Fire Officer version
    • Is it based on well-analyzed facts?
    • Is it based on ethical values held by the organization and community?
    • Will it build strong internal/external relationships and reflect appropriate image of department?
    • Will it benefit everyone affected?