CLFM 212-CHARACTER

FORMATION 2
LEADERSHIP, DECISION MAKING, MANAGEMENT AND ADMINISTRATION

MODULE 2
 CLFM 212
Character Formation 2

MODULE II
CHAPTER IV
DECISION MAKING

DECISION-MAKING CONCEPTS
Decision-making can be seen as a problem-solving process that generates a solution that
is considered to be ideal, or at least acceptable. Consequently, it is a mechanism that can be more
or less logical or irrational and based on overt or implicit knowledge and beliefs. In dynamic
decision making processes implicit information is often used to fill holes (Brockmann, 2016).
Typically, all implicit and explicit, of these forms of information are used together in the
decision-making process.
CHARACTERISTICS O DECISION-MAKING
 Objectives have to be set first
 Requirements must be place and graded in order of importance.
 We need to build alternate acts
 The alternatives must be measured against all targets.
 Tentative decision is the best option which can accomplish all the objectives.
 The tentative decision is evaluated for more possible consequences.
 The preliminary decision is reviewed for more potential implications.
 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 a single-greatest weight on your shoulders. So, how do you know what makes a
strong decision? Here are the nine attributes of a positive decisions:
1. Decision positively impact others.
2. Decisions are replicable.
3. Decisions foster opportunity.
4. Decisions include others
5. Decisions are executable.
 6. Decisions is systematic
7. Decisions are accountable
8. Decisions are pragmatic
9. Decisions involved self-awareness.
DECISIONS-MAKING TECHNIQUES
Decision-making techniques can be separated into two broad categories:
1. Group Decision Making Techniques also known as Collaborative Decision-Making
2. Individual Decision-Making Techniques
DECISION MAKING APPROACHES
1. Rational or Analytical Approach
 Exemplified by systematic decision-making.
 Defines upfront success factors
 Looks for details and objectively explores how each solutions 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 decisions.

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.
 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.

3. Random or Change 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
1. GOFER (Mann, L., 1980)
FIVE DECISION-MAKING Steps:

1. Goals clarification: Survey values and objectives.

2. Options Generation: Consider a wide range of alternative actions.
3. Facts-finding: Search for information
4. Consideration of Effects: weigh the positive and negative consequences of the
options
5. Review and implementation: plan how to review the options and implement them.

2. DECIDE (Guo, K., 2008)

1. Define the problem
2. Establish or Enumerate all the criteria (constraints)
3. Consider or Collect all the alternatives
4. Identify the best alternative
5. Develop and implement a plan of action
6. Evaluate and monitor the solution and examine feedback when necessary

3. OTHER
1. SEVEN DECISION-MAKING PROCESSES
a. Outline the goal and outcome
b. Gather data
c. Develop alternatives (i.e., brainstorming)
d. List pros and cons of each alternative
e. Make the decision
f. Immediately take action to implement it.
g. Learn from and reflect on the decision.

2. EIGHT STAGES OF MORAL DECISION-MAKING

a. Create and nurture the relationships, norms and procedures that will influence
how problems are understood and communicated. This stage takes place prior to
and during a moral dilemma.
b. Recognized that the problem exists.
c. Identify competing explanations for 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
DECISION MAKING CHALLENGES FOR CRIMIAL JUSTICE PROFESSIONALS
Events over-exposure, which are characterized as unpredictable, erratic, volatile and
under conditions of high stress, impair the capacity of a criminal justice. Criminal Justice
practitioners will experience a lag period in their decision-making skills during this 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 on position and/ or loss of job
 Post-traumatic stress disorder, family problems and other psychological concerns.
Due to the aforementioned consequences, it is important that criminal justice leadership
provide the training needed to make reliable, ethical decisions in all circumstances.

FOUR STYLES OF DECISION-MAKING

1. DIRECTIVE DECISION-MAKING

Usually a policy decision making 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 is needed.
Often, however, directive decisions can be taken impulsively, without all the necessary
details.

 When to use directive decisions?

In situation characterized by continuity, repeated patterns, and predictable events, this

style of decision-making is fine. For situations where there is a straightforward and unchallenged
cause-and-effect relationship, reserve guideline decisions; in other words, a correct response
exists and is collectively understood.
 A leader’s role in Directive Decision-Making
A leader has to sense the situation, categorize it as a scenario that calls for a clear
decisions and an appropriate response. Ensure best practices are in place for ongoing procedures.
 Signs you need to use a different approach
Once operations run smoothly it is easy for leaders to become victim 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.
 When to use Analytic Decision-Making?
In situation where there may be more than one right answer, analytical decision is
helpful. Use this decision-making style to solve issues where the relationship between cause and
effect is discoverable but not immediately apparent. You use this approach mainly to evaluate
multiple options or approaches, and to use fact-based management to direct effective action.

 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.
 When to use Conceptual Decision-Making
Apply logical decision taking to issues involving several conflicting ideas. This decisions
style is ideally suited to circumstances that are marked by unpredictability and tailored to
creative and inventive approaches. You see no immediate solution in these situations but trends
emerge overtime. 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 has given
choices available to them, rather than brainstorming alternative solutions. From there the
community will discuss its choice’s pros and cons. This decision-making method takes into
account several viewpoints and viewpoints and views in the process.
 When to use behavioral decision-making
 The behavioral style requires proactive communication, as with conceptual decision-
making. This style takes a more introspective approach by discussing solutions that have worked
in the past, rather than attempting to disclose new patterns.
 A leader’s role in behavioral decision-making
Leaders in this style of decision-making need to open lines of communication. Again,
build groups of people who can contribute their opinions and promote democratic debate. Don’t
only impose a course of action when using the behavioral decision-making method. Consider
what decision generates the most unity within the company, instead.
 Signs you need to use different approach
If group discussions decisions cannot reach a resolution, a new strategy will need to be
considered. Conversely, if new ideas never come up or no one questions views, then behavioral
decision-making might not be the best choice. Although this style of decision works for the good
of the community as a whole, a clear and definite leader is required to get things done. Look for
ways and experiments where possible to push people to think outside of what’s familiar.
CULTURAL INFLUENCES IN DECISION-MAKING
Decision making is a mental process that is an important part of preparing and taking
actions in a variety of ways and at the wide range of levels; including thought 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
1. The Universal Model- typically the scientist 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.
2. The Dispositional Model- the adherents of the dispositional view recognize that
decision-making differences are cross-cultural and support the cause of the 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 contexts.
3. The Dynamic Model- adherence of this view often considers 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 promote the development and testing of complex models reflecting the processes
by which culture influences decision-makers.
THE CONDITIONS ACCELERATING OR HINDERING THE SALIENCE OF CROSS-
CULTURAL DIFFERENCES IN DECISION-MAKING
1. Priming
2. Time Pressure
3. Peer Pressure