decision making model presentation

10 Best PowerPoint Templates for Presenting Decision-Making Models

Decision-making is an intricate process that involves choosing the best alternative from the available ones, taking into account and balancing both intellectual and emotional factors. To reduce the complexity of the process and help individuals and teams make effective decisions, several decision-making models have been proposed. These models guide how to choose the right course of action in a particular situation.

You can educate your audience about these models and facilitate high-quality decision-making using pre-designed PowerPoint templates. You will get many templates online; however, in this article, we have listed the top 10 decks that are 100% customizable and reduce your presentation creation time and effort. Let’s take a look!

Templates for Delivering Amazing Presentations on Decision-Making Models

1. rapid decision-making model.

Using this template, you can explain the RAPID (Recommend, Agree, Perform, Input, and Decide) model of decision-making. You can clarify who will be responsible for providing inputs, shaping and making the decision, and carrying out or executing the decision once it is taken/made. You can further explain how this model helps foster clarity and accountability, empowering organizations to broaden the scope of decision-making and involve clients, business partners, internal teams, and other relevant stakeholders in the process. 

2. Vroom Yetton Decision-Making Model

This template lets you explain the Vroom Yetton Decision-Making Model, which highlights three crucial factors (i.e., decision quality, time constraints, and team commitment) to consider while choosing the best alternative. You can also showcase and describe 5 style guides, i.e., Autocratic Type 1, Autocratic Type 2, Consultative Type 1, Consultative Type 2, and Group-based Type 2, that help groups make apt decisions based on the level of subordinates’ involvement and situation.

3. Carnegie Model of Decision-Making

Leveraging this template, you can educate the audience about the model that helps make decisions in uncertain (limited information and other constraints) and conflicting situations (diverse opinions, goals, experiences, and values). You can explain how this model assists decision-makers in forming coalitions and achieving the maximum problem consensus. Further, you can explain the applicability of this model in creating decisions where time is limited and chaos is prevalent among the team/group. 

4. Data-Driven Decision-Making

This pre-designed template is the best pick to educate the audience about the model that facilitates decision-making based on data, metrics, and facts. You can also explain how this model helps guide business strategies, improve operational efficiency and agility, and enhance overall performance. Additionally, you can represent the steps involved in this decision-making model.

5. Rational Decision-Making

This 100% editable template is the best visual aid to present the stepwise process of making rational and logical decisions leveraging objective knowledge. You can explain how this model focuses on evaluating risks, costs, and benefits associated with each option. You can further highlight the problems, assumptions, and limitations of this model. The spellbinding design of this deck will enthrall your audience and keep them engaged throughout the presentation.

6. Evidence-Based Decision-Making

Explain to your audience the decision-making model that considers qualitative and quantitative data, rather than instinct or guesswork, for choosing the best alternative. You can showcase the sources of evidence for making well-informed decisions. Moreover, you can describe the application of this model in healthcare, IT, finance, etc., in a visually impressive manner through this template.

7. Agile Decision-Making

Project managers can use this aesthetically pleasing template to demonstrate how this decision-making model helps speed up the software development cycle by improving project transparency, facilitating early identification of risks, and optimizing resource utilization. If you prefer simplicity, clarity, and elegance in your slides, you will love this PPT, which is all about minimalism.

8. Ethical Decision-Making

Ethical decision-making involves eliminating unethical alternatives and choosing the best ethical option. This process is guided by ethical values and principles. Using this professionally designed template, you can depict the steps to ensure the fairness and ethical aspects of the decision made at the workplace. Besides this, you can describe various models associated with this decision-making, such as Bowen’s Model for Strategic Decision-Making, TARES Ethical Persuasion, and Potter’s Box for Decision-Making.

9. Shared Decision-Making

Explain the application of a shared decision-making model in the healthcare field in an engaging and easy-to-understand manner, leveraging this remarkable template. You can explain how this collaborative approach brings together patients and care providers to make decisions on tests and treatment plans based on the patient’s preferences and evidence. You can also shed light on the importance, benefits, and steps of shared decision-making.

10. Consumer Decision-Making Process

Sales and marketing professionals will find this template useful in demonstrating to their team members the stages consumers go through while making a buying decision. You can also explain strategies to be implemented in each stage to help consumers move to the next stage without friction and close the deal. Using this deck, you can also describe various consumer buying behavior types based on the degree of buyer involvement and differences between brands.

So, this is our list of top 10 PowerPoint templates for presenting decision-making models that will infuse life and dynamism into your presentations. Each slide in these decks is created thoughtfully and with great attention to detail to maximize visual impact and audience engagement. Download all those that best suit your requirements!

Leave a Response Cancel reply

Save my name, email, and website in this browser for the next time I comment.

Please enter an answer in digits: twenty − 11 =

Ashish Arora

You might also like.

A Detailed Guide to Craft the Most Stunning Customer Journey Presentation

A Complete Guide to Writing a Clear and Concise Problem Statement

Unleash the Power of Agile Communication in the Fast-Changing Digital Realm

A Detailed Guide to the ESBI CashFlow Quadrant

Apps & Integrations

Getting started

How to use Range

A quick start guide for taking your team productiv...

Write your first Check-in

Plan your day and share your progress with these t...

Running Slack Standups with Range

Make the most of Slack standups with Range Check-i...

By Workflow

Run Better Teams

Fuel great teamwork & unlock your team’s potential

Run Better Standups

Free agenda & standup questions

Run Better Meetings

Free meeting tips

Popular posts

Amazing Icebreaker Questions for Work

Use these in Range

Team-building to build trust & connection at work

67 questions to foster psychological safety on you...

Engineering Performance Goal Examples

10 examples to help your team succeed

Breaking down the 5 decision-making models

Decisions, decisions, decisions: 5 decision-making models.

Making effective decisions is a critical leadership quality . However, settling on the best course of action is often easier said than done. When instinct and reasoning alone aren't enough to pinpoint the best decision out of your available options, it can often be helpful to utilize a decision-making model.

A decision-making model works by walking you through the decision-making process — and there are several such models available for you to choose from.

To help you improve your problem-solving abilities and make better decisions, let's take a look at five proven decision-making models and when you should use them.

Defining decision-making models

Decision-making models are frameworks designed to help you analyze possible solutions to a problem so that you can make the best possible decision. Because different decision-making models take different approaches to this goal, it's important to match the model with your unique situation and leadership style.

Given that only 20% of team members say that their organization excels at decision-making, most organizations and team leaders have a lot of room to improve in this area. If you want to improve your decision-making approach, mastering the five decision-making models is a great place to start.

The 5 main decision-making models

There are five main decision-making models designed to help leaders analyze relevant information and make optimal decisions.

Once again, each of these models takes a unique approach to decision-making, so it is important to choose the model that will work best for you and your unique situation. With that said, let's take an in-depth look at each model and the situations where each one is most applicable.

1) Rational decision-making model

The rational decision-making model involves identifying the criteria that will have the biggest impact on your decision's outcome and then evaluating possible alternatives against those criteria. The steps of the rational decision-making model are:

• Step #1) Define the problem: You'll want to start by identifying the issue you are trying to solve or the goal you are trying to achieve with your decision.
• Step #2) Define criteria: The next step is to define the criteria you are looking for in your decision. For instance, if you are deciding on a new car, you might be looking for criteria such as space, fuel efficiency, and safety.
• Step #3) Weight your criteria: If all of the criteria you define are equally important to you, then you can skip this step. If some factors are more important, you will want to assign a numerical value to your criteria based on how important each factor is.
• Step #4) Generate alternatives: Having defined and weighted the criteria you are looking for, it's time to brainstorm ideas and develop a few alternatives that meet your criteria.
• Step #5) Evaluate your alternatives: For each possible solution you come up with, you should evaluate it against your criteria, giving extra consideration to the criteria you weighted more heavily.
• Step #6) Choose the best alternative: After evaluating all possible alternatives, select the option that best matches your weighted criteria.
• Step #7) Implement the decision: The next to last step in the rational decision-making model is simply putting your decision into practice.
• Step #8) Evaluate your results: It's essential to evaluate your results anytime you make a decision. Looking at your decision from a retrospective point of view can help you decide if you should use the same decision-making process in the future.

When to use this model

The rational decision-making model is best employed when you have numerous options to consider and plenty of time to evaluate them. One example of a scenario where this model might prove useful is choosing a new hire from a pool of candidates.

2) Bounded rationality decision-making model

Sometimes, taking action quickly and choosing a "good enough" option is better than getting bogged down in searching for the best possible solution. The bounded rationality decision-making model dictates that you should limit your options to a manageable set and then choose the first option that meets your criteria rather than conducting an exhaustive analysis of each one. Going with the first option that meets your minimum threshold of requirements is a process known as "satisficing." While this may not be the best process for every decision, a willingness to satisfice can prove valuable when time constraints limit you.

The bounded rationality decision-making model is best employed when time is of the essence. It's the best model to use when inaction is more costly than not making the best decision. For example, suppose your company has encountered an issue causing extended downtime. In that case, you may want to use the bounded rationality decision-making model to quickly identify the first acceptable solution since every minute wasted is costly.

3) Vroom-Yetton decision-making model

The Vroom-Yetton decision-making model presents seven "yes or no" questions for a decision-maker to answer followed by five decision-making styles for them to choose from. It's the most complex decision-making model on our list, requiring decision-makers to utilize a decision tree to arrive at the right decision-making style based on their answers to the model's questions.

Check out this helpful resource for a complete breakdown of the Vroom-Yetton decision-making model and a copy of the decision tree template you will need to use.

The Vroom-Yetton decision-making model was specifically designed for collaborative decision-making and is best employed when you involve multiple team members in the decision-making process. In fact, one of the main objectives of this model is to determine how much weight should be given to the input from a leader's subordinates.

4) Intuitive decision-making model

Have you ever heard that it's often best to go with your gut? While making decisions based only on instinct may not seem like the best idea to those who prefer a more careful and logical approach, there are plenty of instances where going with your gut is the best way forward.

For example, if you don't have much information to consider, instinct may be the only tool for finding the best solution that you have available. Likewise, trusting your instinct can often yield the best results in cases where you are already deeply experienced with the matter at hand since nothing hones instinct better than experience.

The intuitive decision-making model probably shouldn't be the first model you turn to when you need to make a decision, but there are instances where it can be useful. We've mentioned a couple already, including cases where there isn't enough information for you to make a more informed decision and instances where your own experience is more reliable than the available information.

The intuitive decision-making model can also be useful in cases where you don't have a lot of time and need to make a decision quickly.

5) The recognition primed model

The recognition primed model is similar to the intuitive decision-making model in that it relies heavily on the decision-maker's experience and instinct. However, the recognition primed model is a little more structured than intuitive decision-making and includes the following steps:

• Step #1) Analyze available information to identify possible solutions: The first step in the recognition primed model is to brainstorm possible solutions based on your available information.
• Step #2) Run scenarios through your head: For each possible solution, run the scenario through your head and see how it plays out.
• Step #3) Make a decision: The recognition primed model dictates that the solution that leads to the best possible outcome when you visualize it in your mind is the solution that you should choose.

Like the intuitive decision-making model, the recognition primed model works best in instances where:

• You don't have a lot of information available.
• You trust your instinct and experience.
• Time constraints are a factor.

With that said, using this model effectively does require a certain degree of creativity and imagination since you will have to visualize the outcome of each possible solution.

A note on decision-making biases

Anytime you are faced with an important decision, it is essential not to let biases get in your way. Biases might be rooted in prior experiences, but that doesn't inherently mean that they are grounded in facts. In many cases, avoiding biases is also key to making an ethical decision since biases can sometimes cause you to mistreat certain people and their ideas.

Understanding the different biases

Preventing biases from getting in the way of your decision-making skills starts with identifying the types of biases you need to be aware of, including:

• Confirmation bias: Confirmation bias entails favoring or focusing on information that confirms your pre-existing beliefs and ignoring information that runs counter to those beliefs. While it's important to trust your own experience and beliefs, you don't want to subconsciously favor information just because it aligns with what you already believe to be true.
• Availability bias: Information that is easily accessible in your memory often gets undue weight, and this is known as availability bias. One example of availability bias is overestimating the likelihood of an event just because you can remember a similar event happening to you in the past.
• Survivorship bias: Survivorship bias entails focusing only on the solutions that have generated success in the past. While it's important to consider past results, ignoring possible solutions just because they are unproven will place unnecessary constraints on your decision-making process.
• Anchoring bias: Anchoring bias is the tendency to "anchor" yourself to the first piece of information you learn. Information should not get extra weight just because you have known about it for longer, and new information can be equally important to consider.
• Halo effect: The halo effect occurs when positive experiences with or impressions of one aspect of a possible solution cause you to view the entire solution positively. Rather than being blinded by the positives, seek out and consider the negatives as well.

Define your decision-making process with Range

A lot goes into making good decisions, and the decision-making models we've covered in this article can serve as excellent tools for helping you find the best possible solution to any challenge.

No matter which model you go with, communication, collaboration, and organization are key to making good decisions.

With Range, leaders and team members alike are able to effortlessly organize their ideas, communicate back and forth, share important information, and make collaborative decisions. If you want to get started using powerful team management software to organize your decision-making process, sign up for Range today.

Try Range for Free

More Related Articles

How to structure your software development team

An overview Read More...

How to prevent workplace burnout on your team

With burnout now classified as a medical condition by the World Health Organization, how should you better support your team? Read More...

Jen Dennard and Dan Pupius, Founders of Range

Setting Intentional and Effective Hybrid Policies Read More...

Got any suggestions?

We want to hear from you! Send us a message and help improve Slidesgo

Top searches

Trending searches

indigenous canada

9 templates

6 templates

121 templates

cybersecurity

non profit organization

47 templates

computer technology

298 templates

Decision Making Models Infographics

It seems that you like this template, free google slides theme, powerpoint template, and canva presentation template.

In need of some infographics about decision making models? Here’s an easy decision: download this template! Its wide variety of colorful and easy to understand infographics make it a breeze to present complex information in a straightforward manner while keeping your audience involved. Tables, charts, graphs… they’re all here for your convenience. So customize to fit your needs and you’ll be on your way to success. Talk about an easy decision!

Features of these infographics

• 100% editable and easy to modify
• 31 different infographics to boost your presentations
• Include icons and Flaticon’s extension for further customization
• Designed to be used in Google Slides, Canva, and Microsoft PowerPoint and Keynote
• 16:9 widescreen format suitable for all types of screens
• Include information about how to edit and customize your infographics

How can I use the infographics?

Am I free to use the templates?

How to attribute the infographics?

Attribution required If you are a free user, you must attribute Slidesgo by keeping the slide where the credits appear. How to attribute?

Related posts on our blog.

How to Add, Duplicate, Move, Delete or Hide Slides in Google Slides

How to Change Layouts in PowerPoint

How to Change the Slide Size in Google Slides

Related presentations.

Premium template

Unlock this template and gain unlimited access

Register for free and start editing online

• All PowerPoint Templates
• Highly Recommended Templates
• Multipurpose PowerPoint Templates
• PowerPoint Profession Templates
• PowerPoint Diagrams
• PowerPoint Shapes
• PowerPoint Image Layouts
• PowerPoint Data Charts
• PowerPoint Maps
• PowerPoint Infographics
• PowerPoint Mockups Layouts
• PowerPoint Bundles
• All Google Slides Templates
• Multipurpose Google Slides Templates
• Google Slides Profession Templates
• Google Slides Diagrams
• Google Slides Shapes
• Google Slides Image Layouts
• Google Slides Maps
• Google Slides Infographics
• Google Slides Mockups Layouts
• Google Slides Bundles
• Keynote Templates
• Templates on Sale
• Featured Templates
• All Free Templates
• PowerPoint Free Templates
• Google Slides Free Templates
• Keynote Free Templates

20+ Best Decision Making PowerPoint Templates PPT Slides Presentations for 2024

In powerpoint templates ,.

Making decisions is a necessary part of any business. However, making the wrong decision can be disastrous. In this blog post, we will explore the essential factors you should consider when making a decision and some of the best decision making PowerPoint templates you can buy and get started with editing instantly. We will also look at some techniques that can help you make better decisions. By understanding these factors and techniques and having a professional PPT template , you can improve your chances of making sound decisions that benefit your business.

Introduction: What is Decision Making?

Decision making is an essential skill in the business world. Whether you’re a CEO or an entry-level employee, you’ll need to be able to make decisions quickly and confidently. But what exactly is decision making? In general, decision making is the process of choosing between two or more courses of action . This can be anything from deciding which product to buy to choosing which strategy to use in a business situation. Of course, not all decisions are created equal. Some decisions are relatively simple, while others can be quite complex. Likewise, some decisions are made on an individual basis, while others must be made by a group. Regardless of the situation, all decisions require careful thought and consideration. The best way to approach a decision is to first gather all relevant information. Next, weigh the pros and cons of each option before finally choosing the course of action that you believe is best. By taking the time to think through your options, you’ll be able to make better decisions and achieve better results.

How to Make Decisions?

Decisions, whether big or small, are a part of everyday life. But how does one go about making a decision? While there is no sure-fire formula, there are a few steps that can help to make the process easier. First, it is important to gather all of the relevant information. This means doing your research and consulting with experts if necessary. Once you have all of the facts, it is time to start weighing the pros and cons. Consider all of the possible outcomes and decide which option is best for you. Finally, trust your gut. Go with your instinct and choose the option that feels right for you. Making decisions can be difficult, but following these steps can help to make the process a little simpler .

How Good Is Your Decision Making (How to Make Right Decisions)?

Most people like to think that they are good decision makers. However, the reality is that many of us are not as good at making decisions as we think we are. There are a number of reasons why this is the case. First, we often allow our emotions to influence our decisions. This can lead us to make choices that are not in our best interest. Second, we may also let other people’s opinions guide our decisions. This can be especially true if we value the opinion of someone who is perceived as an expert. Finally, we may also tend to make decisions based on past experience. While this can sometimes be helpful, it can also lead us to repeat mistakes or make poor choices when circumstances have changed. The next time you need to make a decision, take a moment to pause and consider all of the factors involved. This will help you to make better choices and avoid costly mistakes.

Best Decision Making PowerPoint Templates from SlideSalad:

Few people enjoy making decisions. It can be especially difficult when you have to make a presentation to a group about your decision. But with the right PowerPoint template , you can make the process a little easier. These templates have everything you need to lay out your options and make your case. And because they’re specifically designed for decision making, they include all the essential elements, like weighting criteria and pro/con lists. So, if you’re looking for a way to make the decision making process easier , start with one of these templates. You’ll be glad you did.

1. Decision Making Unit PowerPoint Template Diagrams – Learn More About the Involvement DMU in the Buyer Decision Process

A decision making unit (DMU) is a group of individuals within an organization who are responsible for making decisions about a particular product or service. The DMU may include people from different departments or levels of the organization (initiators, gatekeepers, buyers, deciders, users, and influencers), and it may change over time as the needs of the organization change. The DMU is important because it helps to ensure that all stakeholders have a say in the decision-making process . In addition, the DMU can help to identify potential problems and opportunities early on, which can save the organization time and money in the long run. Ultimately, the goal of the DMU is to make sure that decisions are made in a way that is best for the organization as a whole.

2. OODA Loop PowerPoint Template Diagrams – Comprehensive Approach to Observe, Orient, Decide, Act Loop

The OODA Loop is a decision-making model created by military strategist and fighter pilot John Boyd. It consists of four steps:  Observe, Orient, Decide, and Act . The loop is intended to be repeated continuously, allowing the individual to rapidly adapt to changes in their environment.

• The first step, Observe, involves gathering information about the situation.
• The second step, Orient, involves processing the information and determining a course of action.
• The third step, Decide, involves making a decision based on the information gathered and the desired outcome.
• The fourth and final step, Act, involves taking action based on the decision made in the previous step.

The OODA Loop is a powerful tool that can be used in a variety of situations, from military combat to business strategy. When used effectively, it can help individuals gain a competitive advantage by allowing them to rapidly adapt to changes in their environment.

3. RAPID Decision Making Model PowerPoint Template – Best Way to Give Organizations a Clearer Way to Make Decisions

RAPID is an acronym for Recommend, Agree, Perform, Input, Decide . It is a decision-making model that can be used in a variety of situations, from personal to professional. The RAPID model helps to structure the decision-making process so that it is efficient and effective.

The first step in the RAPID model is to Recommend. In this step, individuals or groups identify potential options or solutions to a problem. Once options have been identified, they are then Agreed upon by the relevant parties. Once an agreement has been reached, it is time to Perform. This is the implementation stage, where the agreed-upon option is put into action.

After the option has been performed, there is a period of Input. This is when feedback is collected from those involved in the decision-making process. Based on this feedback, a decision is made as to whether or not the original option was successful. If it is not successful, the process begins again at the Recommendation stage. If it is successful, the decision is finalized and implemented permanently.

The RAPID model is a helpful tool for making decisions quickly and effectively. Buy this best fully customizable PowerPoint template today and start customizing!

4. TDODAR Decision Making Model PowerPoint Template – Explore the Six Sequential Steps to Make Decisions for Managers

The TDODAR model is a structured approach to decision making that can be applied to both simple and complex problems. It is an acronym stands for Time, Diagnosis, Options, Decide, Assign, and Review . The model can be used in any situation where a decision needs to be made, and it is particularly useful for addressing problems that are time-sensitive or that have multiple stakeholders. The first step is to identify the problem and establish a timeline for making a decision. Next, all relevant information must be gathered and analyzed. Once the options have been identified, a decision must be made. The next step is to assign responsibility for implementing the decision, and finally, the results should be reviewed to ensure that the desired outcome has been achieved. The TDODAR model is a useful tool for making sound decisions in a variety of situations. It can help individuals or groups to overcome bias and make decisions that are based on rational analysis .

5. Vroom Yetton Jago Decision Model PowerPoint Template – Recommended Leadership Theory for Decision Makers to Make Decisions

The Vroom Yetton Jago Decision Model (VYJD) is a tool that helps organizations to decide how best to make decisions. The model was developed by Victor Vroom and Philip Yetton in 1973  and later expanded upon by Paul Jago in 1991 . The model is based on the premise that there are different types of decision-making, each of which requires a different approach. The model provides a framework for understanding the different types of decisions and for choosing the most appropriate approach for each situation. The model has been found to be particularly useful in organizations where decision-making is complex and involves multiple stakeholders . While the model has its critics, it continues to be popular among scholars and practitioners alike.

Features of our Premium Decision Making PPT Templates:

• Top-quality unique slide designs
• Fully editable slides
• Two aspect ratios (4:3 & 16:9)
• Easy to edit and customize
• Unlimited pre-made theme colors (brand colors)
• Thousands of Vector Icons
• 100% Vector Objects & Icons
• Drag and drop ready elements
• Colorful infographics
• One-click image backgrounds
• Attractive slide animations and transition effects
• Professional fonts
• Free lifetime support
• Lifetime updates

6. Hoy-Tarter Decision-Making Model PowerPoint Template – Complete PPT Model to Help Managers in Choosing the Right Team Members

The Hoy-Tarter Decision-Making Model is a framework for making ethical decisions. This model was developed by psychologists Nancy Hoy and Irene Tarter in 2008 , in order to better understand how people make decisions.

The model consists of four steps:

• Factual Analysis
• Value Clarification
• Action Planning
• Implementation

The first step, factual analysis, involves gathering information about the problem or situation. The second step, value clarification, involves identifying one’s values and principles that will guide the decision-making process. The third step, action planning, involves developing a plan of action based on the values and principles identified in the previous step. The fourth and final step, implementation, involves taking action and following through with the plan.

The Hoy-Tarter Decision-Making Model is an effective tool for making ethical decisions because it forces the individual to consider all relevant information and values before making a decision.

7. Decision Matrix Analysis PowerPoint Template – Most Helpful PowerPoint Examples to Illustrate the Method to Find the Right Decision

Decision matrix analysis is a tool used to help make complex decisions. The analysis involves creating a matrix, or grid, with different factors that need to be considered in the decision-making process. Each factor is assigned a numerical value, and the various options are then evaluated based on these values. The goal of decision matrix analysis is to identify the option that will provide the best overall outcome. This method can be used in a variety of situations, from choosing a new car to making investment decisions. While it can be helpful in simplifying complex choices, it is important to remember that the final decision should always be made based on your own individual needs and preferences. This awesome PowerPoint template is good for leaders , managers, stakeholders, investors, and other organization decision-makers.

8. Decision Making Styles PowerPoint Template – Creative PowerPoint Theme Layouts for Implementing Inactive, Reactive, and Proactive Strategies

Decision making styles refer to the way individuals go about making choices. The three most common styles are inactive, reactive, and proactive.

• Inactive decision makers  tend to avoid making choices altogether, instead opting to let others take charge.
• Reactive decision makers  wait for things to happen before taking action, often resulting in them being caught off-guard by events.
• Proactive decision makers , on the other hand, are always looking for ways to improve their situation and take action accordingly.

While all three styles have their own advantages and disadvantages, proactive decision making is generally considered to be the most effective. This is because it allows individuals to anticipate problems and take steps to avoid them, rather than simply reacting after the fact .

9. CODM Model PowerPoint Template – Make Better Group Decisions using This Premium PPT Presentation Template Designs

The CODM model is a decision-making tool that focuses on building consensus among group members. It was  developed by psychologist Dr. Tim Hartnett and published in his 2010 book “Consensus Oriented Decision Making.”  The model begins with the assumption that there is no one “correct” answer to a problem, but that the best solution can be found through discussion and agreement among group members.

To reach consensus, CODM recommends a four-step process:

• Clarifying the issue at hand
• Generating creative solutions
• Evaluating the pros and cons of each solution
• Reaching agreement on the best course of action

While it can be used in any decision-making situation, CODM is particularly well suited for addressing complex issues that require input from multiple stakeholders . By facilitating open dialogue and encouraging all voices to be heard, CODM helps groups reach a consensus on even the most thorny of problems.

10. CATWOE Analysis PowerPoint Template Diagrams – Find out What the Businesses are Trying to Achieve using Amazing Presentation Theme

The CATWOE technique is a problem-solving method that can be used to help understand complex issues.

It was developed by David Smyth in 1975 and is based on 6 elements:

• C – Customers
• A – Actors
• T – Transformation Process
• W – Worldview
• O – Owners
• E – Environmental Constraints

The acronym CATWOE can be used to remember these elements. By understanding all of the factors involved in a problem, it can be easier to find a solution that will work for all parties involved. This technique can be applied to both personal and professional problems. In business, for example, CATWOE analysis can be used to identify potential risks and opportunities associated with a new product or service. By taking the time to understand all of the elements involved in a problem, it is possible to find creative and effective solutions. Purchase and download this best image layouts PPT presentation theme for your next CATWOE presentation.

11. ORAPAPA Theory PowerPoint Template – Perfect Modern Presentation Slides to Prepare a Comprehensive Decision-Making Checklist

ORAPAPA Theory is an acronym that stands for Opportunities, Risks, Alternatives and improvements, Past experience, Analysis, People, and Alignment . It is a decision-making framework that can be used to assess the potential of a proposed course of action. The theory is based on the premise that all decision-makers weigh opportunities against risks when making choices. ORAPAPA provides a structured way to identify and assess these factors. It also takes into account past experience and other relevant information, such as the opinions of stakeholders. By using this comprehensive approach, decision-makers can develop a clear understanding of the pros and cons of a proposed course of action. This allows them to make informed decisions that are aligned with the goals of the organization. Instead of downloading some of the free PowerPoint templates , buy this professional PPT template .

12. The Ladder of Inference PowerPoint Template Diagrams – All in One Decision Making Tool to Make Decisions Based on the Reality

The Ladder of Inference is a framework for understanding how we arrive at our conclusions. It was developed by Chris Argyris in 1970 and has since been widely used in business and academics. The Ladder of Inference consists of seven steps, each of which represents a different stage in the process of reaching a conclusion. These steps are:

The seven steps of the Ladder of Inference are:

• Experiences / Observations / Reality
• Filtering / Selected Reality
• Meaning / Interpretation
• Assumptions
• Conclusions

By understanding how we move through each of these steps, we can begin to see how our conclusions are often based on limited information and may not be entirely accurate. Additionally, the Ladder of Inference can help us to identify when we need to gather more information before making a decision. Ultimately, the Ladder of Inference is a valuable tool for improving our critical thinking skills.

13. The Cynefin Framework PowerPoint Template Diagrams – Well-Organized Conceptual Framework Utilized to Aid Decision-Making

The Cynefin Framework is a framework for situational awareness and decision making created by David Snowden in 1999 . It divides the world into five domains:

• Complicated

The framework is intended to help individuals and organizations make sense of their situations and choose appropriate responses. In the Obvious domain, cause and effect are clear and predictable. In the Complicated domain, cause and effect are unclear but can be analyzed with existing knowledge. In the Complex domain, cause and effect are unclear and cannot be analyzed with existing knowledge. In the Chaotic domain, cause and effect are unpredictable. And in the Disorder domain, there is no agreed-upon framework for understanding or responding to the situation. The Cynefin Framework has been used by organizations such as IBM, NASA, and the United States military .

14. BATNA Negotiation Framework PowerPoint Template Diagrams – Cool PPT Template to Execute an Effective Alternative to a Negotiated Agreement

The Best Alternative to a Negotiated Agreement , or BATNA, is a negotiation strategy that suggests that each party to a negotiation should identify and assess their best possible outcome if an agreement cannot be reached. The BATNA framework was first popularized by Roger Fisher and William Ury in their 1981 book, Getting to Yes . The idea behind the BATNA approach is that by understanding their best possible outcome, negotiators will be better equipped to reach a satisfactory agreement. In practice, the BATNA negotiation strategy can be used to help parties assess their options, set objectives, and improve their negotiating position. While the BATNA approach is not without its critics, it remains a popular tool for negotiators around the world. If you are looking for the best infographic PowerPoint template that illustrates the BATNA Negotiation Framework, then buy this beautiful template today !

15. Recognition-Primed Decision Model PowerPoint Template – Showcase Your Team using Corporate Microsoft PowerPoint How People Make Quick Decisions During Complex Situations

The Recognition-primed Decision (RPD) Model was developed by Gary Klein, Roberta Calderwood, and Anne Clinton-Cirocco in the late 1980s. It is a decision-making model that is based on the recognition of patterns. Essentially, when presented with a problem, the decision-maker uses their knowledge and experience to recognize a similar pattern. They then generate possible solutions and select the one that they believe will be most successful. The RPD model has been found to be particularly effective in complex and dynamic environments. It has been used in a variety of fields, including military planning, emergency response, and business strategy. The template comes with a handful of unique slides, unlimited color schemes, fully editable infographics, thousands of resizable vector icons, smart art, image placeholders, stunning objects, free fonts, and two display resolutions of 4:3 and 16:3. You can also save this template on OneDrive or Google Drive, accessing it anytime!

16. Prospect Theory PowerPoint Template Diagrams – Stunning PPT Slides that Explain Behavioural Economics and Behavioural Finance

Prospect theory is a decision-making framework that accounts for how people choose between different options when presented with possible gains or losses. Developed by psychologists Daniel Kahneman and Amos Tversky in 1979, prospect theory has been found to be a more accurate predictor of decision-making than the traditional model of rationality.

The key components of prospect theory are:

• The Certainty Effect
• The Isolation Effect
• Loss Aversion

The certainty effect posits that people are more risk-averse when faced with certain losses than when facing uncertain losses. The isolation effect posits that people tend to focus on the potential gain or loss associated with a single option rather than considering all of the possible outcomes. Finally, loss aversion posits that people are more likely to avoid losses than to seek gains. Together, these three principles help to explain why people often make suboptimal decisions when faced with complex choices. We highly recommend buying this diagram presentation template for presenting a data focused minimalist PPT presentation .

17. Futures Wheel PowerPoint Template Diagrams – Minimalist PowerPoint Layouts for Presenting Direct and Indirect Consequences of Decision Making

The Futures Wheel is a powerful tool that can be used to visualize change, identify trends, and track developments over time. Invented by American scientist Jerome C. Glenn in 1971 , the Futures Wheel has been used by businesses, governments, and organizations around the world to help them make better decisions about the future.

The Futures Wheel is based on the idea of change happening in cycles. By tracking changes over time, you can identify patterns and trends that can help you make better decisions about the future. The Futures Wheel can be used to track any kind of change, from economic indicators to social trends .

To use the Futures Wheel, you first need to identify the different factors that are affecting change. These factors can be internal (such as changes in your company’s product line) or external (such as changes in the global economy). Once you have identified the different factors, you can start to track them on the Futures Wheel. This multipurpose PPT template includes everything you need to create a stunning presentation about the future, including a professionally designed PowerPoint template slides , clipart, and icons. With this creative PowerPoint template , you can easily present your ideas about the future in a visually appealing way.

18. Six Thinking Hats PowerPoint Template Diagrams – Top-Selling Presentation Template for Showcasing the Examples of Parallel Thinking

Six Thinking Hats is a framework for thinking and decision-making created by Edward de Bono. It provides a structured approach to exploring different points of view and can be used in both individual and group settings. The technique is based on the idea that the brain can think more effectively if it focuses on one type of thought at a time, rather than trying to consider all aspects of a problem simultaneously.

The six hats represent six different types of thinking:

• White hat thinking is focused on facts and data.
• Red hat thinking is focused on emotions and feelings.
• Black hat thinking is focused on caution and risk.
• Yellow hat thinking is focused on benefits and opportunities.
• Green hat thinking is focused on creativity and new ideas.
• Blue hat thinking is focused on process and organization.

By focusing on one type of thought at a time, the brain can avoid getting overloaded with information and can make better decisions.

19. Force Field Analysis PowerPoint Template Diagrams – Well-Structured Powerful Strategic Tool to Help Organizations to Take Decisions

Force Field Analysis is a technique that can be used to identify and understand the factors (forces) that influence a situation. It was originally developed by Kurt Lewin (1951) as a way of understanding social situations and has since been adapted for use in a variety of settings. The basic idea is that every situation is influenced by two kinds of forces: those that tend to drive change and those that tend to resist it. Change only happens when the driving forces are strong enough to overcome the resistance. In order to make change happen, then, it is necessary to understand what the forces are and how they are interacting with each other. Only then can steps be taken to increase the driving forces or reduce the resistance. Force Field Analysis can be a helpful tool in problem-solving and decision-making, as it provides a systematic way of identifying all of the relevant factors and understanding their impact on the situation. You can also check some of the best change management PowerPoint templates available on SlideSalad.

20. The Stepladder Technique PowerPoint Template Diagrams – Elegant Presentation Design Examples to Overcome the Problems of Team Decision Making

The Stepladder Technique is a problem-solving tool that was first developed by Steven Rogelberg, Janet Barnes-Farrell, and Charles Lowe in 1992 . It is a structured approach that can be used to generate creative solutions to challenges.

• The first step is to explain the problem to the group.
• The second step is to build a ladder, with each rung representing a possible solution.
• The third step is to continue the process, with each person adding new ideas to the ladder.
• The fourth step is to complete the ladder, with all potential solutions brainstormed.
• Finally, a decision is made about which solution to implement.

The technique involves bringing together a small group of people who are familiar with the problem at hand. Each person is given the opportunity to share their ideas and perspectives on the issue. The group then builds a “ladder” of potential solutions, with each successive rung being more innovative than the last. The process is continued until the group reaches a consensus on the best solution to the problem. This technique can be used with groups of all sizes and is especially useful for problems that require out-of-the-box thinking. If needed, you can try some of our premium Google Slides themes and premium Keynote templates .

21. Risk Matrix Diagrams PowerPoint Template Designs – Download the PPT Template About the Best Project Management Tool Used for Risk Evaluation

A Risk Matrix helps businesses evaluate and prioritize risks by taking into account the severity of their impact and the likelihood of them occurring. By understanding which risks are more likely to have a negative impact, businesses can make informed decisions about how to mitigate or avoid them. A risk matrix is a visual tool that can be used to quickly identify and assess risks. It is typically divided into four quadrants, with each quadrant representing a different level of risk. The most severe risks are typically found in the upper-left quadrant, while the less severe risks are found in the lower-right quadrant. By understanding where each risk falls on the matrix, businesses can develop an effective strategy for managing them. Purchase and get these modern PowerPoint template slide layouts today!

22. Brainstorming Decision Making PowerPoint Templates Designs – Improve the Ideas and Solutions of Your Team with Compelling Premium PowerPoint Presentation Template

Brainstorming decision making is a process that is used to generate a variety of ideas or solutions to a problem. It is typically done with a group of people, in order to encourage creativity and collaboration. The brainstorming process often begins with a statement of the problem or challenge that needs to be addressed. Once the problem has been clearly defined, participants will begin to generate ideas. These ideas can be generated through discussion, free writing, or any other method that encourages creative thinking. Once a variety of ideas have been generated, the group will then evaluate each idea and decide which is the best solution to the problem at hand. Brainstorming decision making is an effective way to solve problems, as it allows for a wide range of ideas to be considered and evaluated. This comprehensive decision making PPT template includes many dedicated topics such as Ansoff’s Growth Matrix, Stakeholder Analysis Map, Agile Retrospectives, SWOT, Impact Effort Matrix Template, RAID Log Report, Urgent Important Matrix, Perceptual Maps, Risk Assessment, Mind Maps, the Business Model Canvas, Pros and Cons Chart, and more.

23. Decision Trees Diagrams PowerPoint Presentation Template – The Most Influential and Widespread Tool for Classification and Forecast in Decision Making

A decision tree is a graphical representation of possible solutions to a problem, where each branch represents a possible decision, and the leaves represent the results of those decisions. The goal of a decision tree is to find the best solution to a problem, given a set of constraints. The Decision Trees Diagrams PowerPoint Template is a tool that can help you create high-quality decision trees . The template includes pre-designed unique slides that you can use to easily create professional-looking decision trees. The template also includes a variety of shapes and icons that you can use to represent different decisions and options. In addition, the template comes with a built-in library of sample decision trees that you can use for inspiration. With the Decision Trees Diagrams PowerPoint Template, creating high-quality decision trees is quick and easy .

Conclusion: Why You Need a Professional PowerPoint Template for Decision Making Presentations

When it comes to making decisions, Microsoft PowerPoint is a powerful tool. Not only does it help you to organize your thoughts and present your ideas in a clear and concise way, but it also allows you to engage your audience and solicit feedback. However, with so many different free PPT templates and designs available, it can be hard to know where to start. To help you out, we’ve compiled a list of the best decision making PowerPoint templates . Whether you’re looking for something simple and elegant or something more fun and interactive, we’ve got you covered. So what are you waiting for? Start making better decisions today with one of these great PowerPoint templates.

Share This Story:

Recent Posts

• Best Human Resources Models and Practices PowerPoint Template Designs for 2024
• Best Digital Business Models PowerPoint Template Designs for 2024
• Best Timeline and Roadmap Infographics and Diagrams PowerPoint Templates for 2024
• Best Software Development Life Cycle (SDLC) Models PowerPoint Templates
• 30+ Best Coaching Models and Personal Development PowerPoint Templates for 2024
• Google Slide Themes
• PowerPoint Templates

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Models of Decision Making

Presentation on Models of Decision Making Process......

Related Papers

Operations Research/Computer Science Interfaces Series

gautam mitra

European Journal of Economics, Law and Social Sciences

When the problems we face are complex and affect each other, then the decision making process is more difficult. In most cases we apply established policies or choices without knowing which the best choice is. To make appropriate decisions that can solve the problems encountered should be analyzed very well the reasons that create problems and their reciprocal influence. The mechanism that is mostly used in everyday decision making is based upon logic and experience. While in some decisions problems, instinct appears as a guide in the foreground, analytical structure of analytic hierarchy process enables feelings and instincts to organize and align with a shape that resembles human logic. Analytic structure of analytical hierarchy process enables feelings and instincts to organize and align with a shape that resembles human logic. Thus this analytical structure, gives people the opportunity to intervene in the most difficult and complex problems. This method is easily accessible and...

IOSR Journal of Business and Management

Deepika Verma

THOMAS RIMAMCHATEN

This paper examines decision making, its features, kinds, models, theories and importance of decision making in management, it view decision as the heart of success in every organization, and explains times of critical moments when decision can be difficult, confusing, and nerve racking. It further extend view on decision-making and even the various alternatives that worth to be considered when making decision in businesses and libraries. And further concluded to hold the view of other studies by classifying decision making into either rational or non-rational. 2

International Journal of Management and Decision Making

Mitali Nayak

Palaniraj Kannapillai

Decision making process involves lot of theoretical studies. It is must for a marketer to understand the consumer behavior, so that a marketer can able to sell that product to the consumer. It is must to analyze the factors and take a decision in management. There are different kinds of theories formulated to understand decision making process for this kind of requirement. These theories help in making proper decisions. Studies were carried out in various automotive industries are used for this article. Decision making process is a very important phenomenon because important decisions directly affect the profit of a company. These kind of theories psychologically eases the decision making process. This article is to understand different kind of theories that helps in decision making process.

Eileen Bridges

Sabina Necula

Denis Bouyssou

Babalola Aschor

CAN YOU JUST ALLOW ME DOWNLOAD

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

RELATED PAPERS

Dr Rajendra K Gupta

Acta Psychologica

Joke Harte , Mirjam Westenberg

Homam El-Taj

Dr. Natalie Hruska

Business, Management and Economics

Andrzej Łodziński

Przegląd Nauk o Obronności

Elitsa PETROVA

CRC Press eBooks

Goktug Morcol

Muhammad Auwal Ahmad

jesus christ

Mario Marais

IEEE Transactions on Systems, Man, and Cybernetics

Kjell Ellingsen , Eystein Mathisen

Mathematical and Computer Modelling

Silvio Bezerra

Alexis Tsoukiàs

Yevhenii Borodavka

2019 IEEE 18th International Conference on Cognitive Informatics & Cognitive Computing (ICCI*CC)

Open Journal of Applied Sciences

Federico De Andreis

Sunita Bangal

Aprilyn Enriquez

Developing Sport Expertise

Markus Raab

Deepali Kholkar

Lora Bruyn-Martin , Tab Lamoureux

Werner Krauß , Roger Jones

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

11.3 Understanding Decision Making

Learning objectives.

• Define decision making.
• Understand different types of decisions.

What Is Decision Making?

Decision making refers to making choices among alternative courses of action—which may also include inaction. While it can be argued that management is decision making, half of the decisions made by managers within organizations fail (Ireland & Miller, 2004; Nutt, 2002; Nutt, 1999). Therefore, increasing effectiveness in decision making is an important part of maximizing your effectiveness at work. This chapter will help you understand how to make decisions alone or in a group while avoiding common decision-making traps.

Individuals throughout organizations use the information they gather to make a wide range of decisions. These decisions may affect the lives of others and change the course of an organization. For example, the decisions made by executives and consulting firms for Enron ultimately resulted in a $60 billion loss for investors, thousands of employees without jobs, and the loss of all employee retirement funds. But Sherron Watkins, a former Enron employee and now-famous whistleblower, uncovered the accounting problems and tried to enact change. Similarly, the decisions made by firms to trade in mortgage-backed securities is having negative consequences for the entire U.S. economy. Each of these people made a decision, and each person, as well as others, is now living with the consequences of his or her decisions.

Because many decisions involve an ethical component, one of the most important considerations in management is whether the decisions you are making as an employee or manager are ethical. Here are some basic questions you can ask yourself to assess the ethics of a decision (Blanchard & Peale, 1988).

• Is this decision fair?
• Will I feel better or worse about myself after I make this decision?
• Does this decision break any organizational rules?
• Does this decision break any laws?
• How would I feel if this decision was broadcast on the news?

Types of Decisions

Despite the far-reaching nature of the decisions in the previous example, not all decisions have major consequences or even require a lot of thought. For example, before you come to class, you make simple and habitual decisions such as what to wear, what to eat, and which route to take as you go to and from home and school. You probably do not spend much time on these mundane decisions. These types of straightforward decisions are termed programmed decisions; these are decisions that occur frequently enough that we develop an automated response to them. The automated response we use to make these decisions is called the decision rule . For example, many restaurants face customer complaints as a routine part of doing business. Because this is a recurring problem for restaurants, it may be regarded as a programmed decision. To deal with this problem, the restaurant might have a policy stating that every time they receive a valid customer complaint, the customer should receive a free dessert, which represents a decision rule. Making strategic, tactical, and operational decisions is an integral part of the planning function in the P-O-L-C (planning-organizing-leading-controlling) model.

However, decisions that are unique and important require conscious thinking, information gathering, and careful consideration of alternatives. These are called nonprogrammed decisions . For example, in 2005, McDonald’s became aware of a need to respond to growing customer concerns regarding foods high in fat and calories. This is a nonprogrammed decision because for several decades, customers of fast-food restaurants were more concerned with the taste and price of the food, rather than the healthiness. In response, McDonald’s decided to offer healthier alternatives, such as substituting apple slices in Happy Meals for French fries and discontinuing the use of trans fats. A crisis situation also constitutes a nonprogrammed decision for companies. For example, the leadership of Nutrorim was facing a tough decision. They had recently introduced a new product, ChargeUp with Lipitrene, an improved version of their popular sports drink powder, ChargeUp. But a phone call came from a state health department to inform them that several cases of gastrointestinal distress had been reported after people consumed the new product. Nutrorim decided to recall ChargeUp with Lipitrene immediately. Two weeks later, it became clear that the gastrointestinal problems were unrelated to ChargeUp with Lipitrene. However, the damage to the brand and to the balance sheets was already done. This unfortunate decision caused Nutrorim to rethink the way decisions were made under pressure so that they now gather information to make informed choices even when time is of the essence (Garvin, 2006).

Figure 11.5

To ensure consistency around the globe such as at this St. Petersburg, Russia, location, McDonald’s trains all restaurant managers (over 65,000 so far) at Hamburger University where they take the equivalent of two years of college courses and learn how to make decisions. The curriculum is taught in 28 languages.

Wikimedia Commons – McDonalds in St Petersburg 2004 – CC BY-SA 1.0.

Decision making can also be classified into three categories based on the level at which they occur. Strategic decisions set the course of organization. Tactical decisions are decisions about how things will get done. Finally, operational decisions are decisions that employees make each day to run the organization. For example, remember the restaurant that routinely offers a free dessert when a customer complaint is received. The owner of the restaurant made a strategic decision to have great customer service. The manager of the restaurant implemented the free dessert policy as a way to handle customer complaints, which is a tactical decision. And, the servers at the restaurant are making individual decisions each day evaluating whether each customer complaint received is legitimate to warrant a free dessert.

Figure 11.6 Decisions Commonly Made within Organizations

In this chapter, we are going to discuss different decision-making models designed to understand and evaluate the effectiveness of nonprogrammed decisions. We will cover four decision-making approaches starting with the rational decision-making model, moving to the bounded rationality decision-making model, the intuitive decision-making model, and ending with the creative decision-making model.

Making Rational Decisions

The rational decision-making model describes a series of steps that decision makers should consider if their goal is to maximize the quality of their outcomes. In other words, if you want to make sure you make the best choice, going through the formal steps of the rational decision-making model may make sense.

Let’s imagine that your old, clunky car has broken down and you have enough money saved for a substantial down payment on a new car. It is the first major purchase of your life, and you want to make the right choice. The first step, therefore, has already been completed—we know that you want to buy a new car. Next, in step 2, you’ll need to decide which factors are important to you. How many passengers do you want to accommodate? How important is fuel economy to you? Is safety a major concern? You only have a certain amount of money saved, and you don’t want to take on too much debt, so price range is an important factor as well. If you know you want to have room for at least five adults, get at least 20 miles per gallon, drive a car with a strong safety rating, not spend more than $22,000 on the purchase, and like how it looks, you’ve identified the decision criteria. All of the potential options for purchasing your car will be evaluated against these criteria.

Figure 11.7

Using the rational decision-making model to make major purchases can help avoid making poor choices.

Lars Plougmann – Headshift business card discussion – CC BY-SA 2.0.

Before we can move too much further, you need to decide how important each factor is to your decision in step 3. If each is equally important, then there is no need to weight them, but if you know that price and gas mileage are key factors, you might weight them heavily and keep the other criteria with medium importance. Step 4 requires you to generate all alternatives about your options. Then, in step 5, you need to use this information to evaluate each alternative against the criteria you have established. You choose the best alternative (step 6) and you go out and buy your new car (step 7).

Of course, the outcome of this decision will be related to the next decision made; that is where the evaluation in step 8 comes in. For example, if you purchase a car but have nothing but problems with it, you are unlikely to consider the same make and model in purchasing another car the next time!

Figure 11.8 Steps in the Rational Decision-Making Model

While decision makers can get off track during any of these steps, research shows that limiting the search for alternatives in the fourth step can be the most challenging and lead to failure. In fact, one researcher found that no alternative generation occurred in 85% of the decisions studied (Nutt, 1994). Conversely, successful managers are clear about what they want at the outset of the decision-making process, set objectives for others to respond to, carry out an unrestricted search for solutions, get key people to participate, and avoid using their power to push their perspective (Nutt, 1998).

The rational decision-making model has important lessons for decision makers. First, when making a decision you may want to make sure that you establish your decision criteria before you search for all alternatives. This would prevent you from liking one option too much and setting your criteria accordingly. For example, let’s say you started browsing for cars before you decided your decision criteria. You may come across a car that you think really reflects your sense of style and make an emotional bond with the car. Then, because of your love for this car, you may say to yourself that the fuel economy of the car and the innovative braking system are the most important criteria. After purchasing it, you may realize that the car is too small for all of your friends to ride in the back seat when you and your brother are sitting in front, which was something you should have thought about! Setting criteria before you search for alternatives may prevent you from making such mistakes. Another advantage of the rational model is that it urges decision makers to generate all alternatives instead of only a few. By generating a large number of alternatives that cover a wide range of possibilities, you are likely to make a more effective decision in which you do not need to sacrifice one criterion for the sake of another.

Despite all its benefits, you may have noticed that this decision-making model involves a number of unrealistic assumptions. It assumes that people understand what decision is to be made, that they know all their available choices, that they have no perceptual biases, and that they want to make optimal decisions. Nobel Prize–winning economist Herbert Simon observed that while the rational decision-making model may be a helpful tool for working through problems, it doesn’t represent how decisions are frequently made within organizations. In fact, Simon argued that it didn’t even come close!

Think about how you make important decisions in your life. Our guess is that you rarely sit down and complete all eight steps in the rational decision-making model. For example, this model proposed that we should search for all possible alternatives before making a decision, but this can be time consuming and individuals are often under time pressure to make decisions. Moreover, even if we had access to all the information, it could be challenging to compare the pros and cons of each alternative and rank them according to our preferences. Anyone who has recently purchased a new laptop computer or cell phone can attest to the challenge of sorting through the different strengths and limitations of each brand, model, and plans offered for support and arriving at the solution that best meets their needs.

In fact, the availability of too much information can lead to analysis paralysis , where more and more time is spent on gathering information and thinking about it, but no decisions actually get made. A senior executive at Hewlett-Packard admits that his company suffered from this spiral of analyzing things for too long to the point where data gathering led to “not making decisions, instead of us making decisions (Zell, et. al., 2007).” Moreover, you may not always be interested in reaching an optimal decision. For example, if you are looking to purchase a house, you may be willing and able to invest a great deal of time and energy to find your dream house, but if you are looking for an apartment to rent for the academic year, you may be willing to take the first one that meets your criteria of being clean, close to campus, and within your price range.

Making “Good Enough” Decisions

The bounded rationality model of decision making recognizes the limitations of our decision-making processes. According to this model, individuals knowingly limit their options to a manageable set and choose the best alternative without conducting an exhaustive search for alternatives. An important part of the bounded rationality approach is the tendency to satisfice , which refers to accepting the first alternative that meets your minimum criteria. For example, many college graduates do not conduct a national or international search for potential job openings; instead, they focus their search on a limited geographic area and tend to accept the first offer in their chosen area, even if it may not be the ideal job situation. Satisficing is similar to rational decision making, but it differs in that rather than choosing the best choice and maximizing the potential outcome, the decision maker saves time and effort by accepting the first alternative that meets the minimum threshold.

Making Intuitive Decisions

The intuitive decision-making model has emerged as an important decision-making model. It refers to arriving at decisions without conscious reasoning. Eighty-nine percent of managers surveyed admitted to using intuition to make decisions at least sometimes, and 59% said they used intuition often (Burke & Miller, 1999). When we recognize that managers often need to make decisions under challenging circumstances with time pressures, constraints, a great deal of uncertainty, highly visible and high-stakes outcomes, and within changing conditions, it makes sense that they would not have the time to formally work through all the steps of the rational decision-making model. Yet when CEOs, financial analysts, and healthcare workers are asked about the critical decisions they make, seldom do they attribute success to luck. To an outside observer, it may seem like they are making guesses as to the course of action to take, but it turns out that they are systematically making decisions using a different model than was earlier suspected. Research on life-or-death decisions made by fire chiefs, pilots, and nurses finds that these experts do not choose among a list of well-thought-out alternatives. They don’t decide between two or three options and choose the best one. Instead, they consider only one option at a time. The intuitive decision-making model argues that, in a given situation, experts making decisions scan the environment for cues to recognize patterns (Breen, 2000; Klein, 2003; Salas & Klein, 2001). Once a pattern is recognized, they can play a potential course of action through to its outcome based on their prior experience. Due to training, experience, and knowledge, these decision makers have an idea of how well a given solution may work. If they run through the mental model and find that the solution will not work, they alter the solution and retest it before setting it into action. If it still is not deemed a workable solution, it is discarded as an option and a new idea is tested until a workable solution is found. Once a viable course of action is identified, the decision maker puts the solution into motion. The key point is that only one choice is considered at a time. Novices are not able to make effective decisions this way because they do not have enough prior experience to draw upon.

Making Creative Decisions

In addition to the rational decision making, bounded rationality models, and intuitive decision making, creative decision making is a vital part of being an effective decision maker. Creativity is the generation of new, imaginative ideas. With the flattening of organizations and intense competition among organizations, individuals and organizations are driven to be creative in decisions ranging from cutting costs to creating new ways of doing business. Please note that, while creativity is the first step in the innovation process, creativity and innovation are not the same thing. Innovation begins with creative ideas, but it also involves realistic planning and follow-through.

The five steps to creative decision making are similar to the previous decision-making models in some keys ways. All of the models include problem identification , which is the step in which the need for problem solving becomes apparent. If you do not recognize that you have a problem, it is impossible to solve it. Immersion is the step in which the decision maker thinks about the problem consciously and gathers information. A key to success in creative decision making is having or acquiring expertise in the area being studied. Then, incubation occurs. During incubation, the individual sets the problem aside and does not think about it for a while. At this time, the brain is actually working on the problem unconsciously. Then comes illumination or the insight moment, when the solution to the problem becomes apparent to the person, usually when it is least expected. This is the “eureka” moment similar to what happened to the ancient Greek inventor Archimedes, who found a solution to the problem he was working on while he was taking a bath. Finally, the verification and application stage happens when the decision maker consciously verifies the feasibility of the solution and implements the decision.

A NASA scientist describes his decision-making process leading to a creative outcome as follows: He had been trying to figure out a better way to de-ice planes to make the process faster and safer. After recognizing the problem, he had immersed himself in the literature to understand all the options, and he worked on the problem for months trying to figure out a solution. It was not until he was sitting outside of a McDonald’s restaurant with his grandchildren that it dawned on him. The golden arches of the “M” of the McDonald’s logo inspired his solution: he would design the de-icer as a series of M’s! 1 This represented the illumination stage. After he tested and verified his creative solution, he was done with that problem except to reflect on the outcome and process.

Figure 11.9 The Creative Decision-Making Process

How Do You Know If Your Decision-Making Process Is Creative?

Researchers focus on three factors to evaluate the level of creativity in the decision-making process. Fluency refers to the number of ideas a person is able to generate. Flexibility refers to how different the ideas are from one another. If you are able to generate several distinct solutions to a problem, your decision-making process is high on flexibility. Originality refers to an idea’s uniqueness. You might say that Reed Hastings, founder and CEO of Netflix, is a pretty creative person. His decision-making process shows at least two elements of creativity. We do not exactly know how many ideas he had over the course of his career, but his ideas are fairly different from one another. After teaching math in Africa with the Peace Corps, Hastings was accepted at Stanford University, where he earned a master’s degree in computer science. Soon after starting work at a software company, he invented a successful debugging tool, which led to his founding the computer troubleshooting company Pure Software in 1991. After a merger and the subsequent sale of the resulting company in 1997, Hastings founded Netflix, which revolutionized the DVD rental business through online rentals with no late fees. In 2007, Hastings was elected to Microsoft’s board of directors. As you can see, his ideas are high in originality and flexibility (Conlin, 2007).

Figure 11.10 Dimensions of Creativity

Some experts have proposed that creativity occurs as an interaction among three factors: (1) people’s personality traits (openness to experience, risk taking), (2) their attributes (expertise, imagination, motivation), and (3) the context (encouragement from others, time pressure, and physical structures) (Amabile, 1988; Amabile, et. al., 1996; Ford & Gioia, 2000; Tierney, et. al., 1999; Woodman, et. al., 1993). For example, research shows that individuals who are open to experience, are less conscientious, more self-accepting, and more impulsive, tend to be more creative (Feist, 1998).

There are many techniques available that enhance and improve creativity. Linus Pauling, the Nobel prize winner who popularized the idea that vitamin C could help build the immunity system, said, “The best way to have a good idea is to have a lot of ideas.” One popular way to generate ideas is to use brainstorming. Brainstorming is a group process of generated ideas that follows a set of guidelines that include no criticism of ideas during the brainstorming process, the idea that no suggestion is too crazy, and building on other ideas (piggybacking). Research shows that the quantity of ideas actually leads to better idea quality in the end, so setting high idea quotas where the group must reach a set number of ideas before they are done, is recommended to avoid process loss and to maximize the effectiveness of brainstorming. Another unique aspect of brainstorming is that the more people are included in brainstorming, the better the decision outcome will be because the variety of backgrounds and approaches give the group more to draw from. A variation of brainstorming is wildstorming where the group focuses on ideas that are impossible and then imagines what would need to happen to make them possible (Scott, et. al., 2004).

Ideas for Enhancing Organizational Creativity

We have seen that organizational creativity is vital to organizations. Here are some guidelines for enhancing organizational creativity within teams (Amabile, 1998; Gundry, et. al., 1994; Keith, 2008; Pearsall, et. al., 2008; Thompson, 2003).

Team Composition (Organizing/Leading)

• Diversify your team to give them more inputs to build on and more opportunities to create functional conflict while avoiding personal conflict.
• Change group membership to stimulate new ideas and new interaction patterns.
• Leaderless teams can allow teams freedom to create without trying to please anyone up front.

Team Process (Leading)

• Engage in brainstorming to generate ideas—remember to set a high goal for the number of ideas the group should come up with, encourage wild ideas, and take brainwriting breaks.
• Use the nominal group technique in person or electronically to avoid some common group process pitfalls. Consider anonymous feedback as well.
• Use analogies to envision problems and solutions.

Leadership (Leading)

• Challenge teams so that they are engaged but not overwhelmed.
• Let people decide how to achieve goals , rather than telling them what goals to achieve.
• Support and celebrate creativity even when it leads to a mistake. But set up processes to learn from mistakes as well.
• Model creative behavior.

Culture (Organizing)

• Institute organizational memory so that individuals do not spend time on routine tasks.
• Build a physical space conducive to creativity that is playful and humorous—this is a place where ideas can thrive.
• Incorporate creative behavior into the performance appraisal process.

And finally, avoiding groupthink can be an important skill to learn (Janis, 1972).

The four different decision-making models—rational, bounded rationality, intuitive, and creative—vary in terms of how experienced or motivated a decision maker is to make a choice. Choosing the right approach will make you more effective at work and improve your ability to carry out all the P-O-L-C functions.

Figure 11.11

Which decision-making model should I use?

Key Takeaway

Decision making is choosing among alternative courses of action, including inaction. There are different types of decisions, ranging from automatic, programmed decisions to more intensive nonprogrammed decisions. Structured decision-making processes include rational decision making, bounded rationality, intuitive, and creative decision making. Each of these can be useful, depending on the circumstances and the problem that needs to be solved.

• What do you see as the main difference between a successful and an unsuccessful decision? How much does luck versus skill have to do with it? How much time needs to pass to answer the first question?
• Research has shown that over half of the decisions made within organizations fail. Does this surprise you? Why or why not?
• Have you used the rational decision-making model to make a decision? What was the context? How well did the model work?
• Share an example of a decision where you used satisficing. Were you happy with the outcome? Why or why not? When would you be most likely to engage in satisficing?
• Do you think intuition is respected as a decision-making style? Do you think it should be? Why or why not?

1 Interview by author Talya Bauer at Ames Research Center, Mountain View, CA, 1990.

Amabile, T. M. (1988). A model of creativity and innovation in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in Organizational Behavior, 10 123–167 Greenwich, CT: JAI Press.

Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39 , 1154–1184.

Amabile, T. M. (1998). How to kill creativity. Harvard Business Review, 76 , 76–87.

Blanchard, K., & Peale, N. V. (1988). The power of ethical management . New York: William Morrow.

Breen, B. (2000, August), “What’s your intuition?” Fast Company , 290.

Burke, L. A., & Miller, M. K. (1999). Taking the mystery out of intuitive decision making. Academy of Management Executive, 13 , 91–98.

Conlin, M. (2007, September 14). Netflix: Recruiting and retaining the best talent. Business Week Online . Retrieved March 1, 2008, from http://www.businessweek.com/managing/content/sep2007/ca20070913_564868.htm?campaign_id=rss_null .

Feist, G. J. (1998). A meta-analysis of personality in scientific and artistic creativity. Personality and Social Psychology Review, 2 , 290–309.

Ford, C. M., & Gioia, D. A. (2000). Factors influencing creativity in the domain of managerial decision making. Journal of Management, 26 , 705–732.

Garvin, D. A. (2006, January). All the wrong moves. Harvard Business Review , 18–23.

Gundry, L. K., Kickul, J. R., & Prather, C. W. (1994). Building the creative organization. Organizational Dynamics , 22 , 22–37.

Ireland, R. D., & Miller, C. C. (2004). Decision making and firm success. Academy of Management Executive, 18 , 8–12.

Janis, I. L. (1972). Victims of groupthink . New York: Houghton Mifflin; Whyte, G. (1991). Decision failures: Why they occur and how to prevent them. Academy of Management Executive, 5 , 23–31.

Keith, N., & Frese, M. (2008). Effectiveness of error management training: A meta-analysis. Journal of Applied Psychology, 93 , 59–69.

Klein, G. (2001). Linking expertise and naturalistic decision making . Mahwah, NJ: Lawrence Erlbaum.

Klein, G. (2003). Intuition at work . New York: Doubleday; Salas, E., &amp.

Nutt, P. C. (1994). Types of organizational decision processes. Administrative Science Quarterly, 29 , 414–550.

Nutt, P. C. (1998). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive, 13 , 75–90.

Nutt, P. C. (2002). Why decisions fail . San Francisco: Berrett-Koehler.

Pearsall, M. J., Ellis, A. P. J., & Evans, J. M. (2008). Unlocking the effects of gender faultlines on team creativity: Is activation the key? Journal of Applied Psychology, 93 , 225–234.

Scott, G., Leritz, L. E., & Mumford, M. D. (2004). The effectiveness of creativity training: A quantitative review. Creativity Research Journal, 16 , 361–388.

Thompson, L. (2003). Improving the creativity of organizational work groups. Academy of Management Executive, 17 , 96–109.

Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52 , 591–620.

Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18 , 293–321.

Zell, D. M., Glassman, A. M., & Duron, S. A. (2007). Strategic management in turbulent times: The short and glorious history of accelerated decision making at Hewlett-Packard. Organizational Dynamics, 36 , 93–104.

Principles of Management Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Newly Launched - World's Most Advanced AI Powered Platform to Generate Stunning Presentations that are Editable in PowerPoint

• Customer Favourites

Decision Making Model

Powerpoint Templates

Icon Bundle

Kpi Dashboard

Professional

Business Plans

Swot Analysis

Gantt Chart

Business Proposal

Marketing Plan

Project Management

Business Case

Business Model

Cyber Security

Business PPT

Digital Marketing

Digital Transformation

Human Resources

Product Management

Artificial Intelligence

Company Profile

Acknowledgement PPT

PPT Presentation

Reports Brochures

One Page Pitch

Interview PPT

All Categories

• You're currently reading page 1

Stages // require(['jquery'], function ($) { $(document).ready(function () { //removes paginator if items are less than selected items per page var paginator = $("#limiter :selected").text(); var itemsPerPage = parseInt(paginator); var itemsCount = $(".products.list.items.product-items.sli_container").children().length; if (itemsCount ? ’Stages’ here means the number of divisions or graphic elements in the slide. For example, if you want a 4 piece puzzle slide, you can search for the word ‘puzzles’ and then select 4 ‘Stages’ here. We have categorized all our content according to the number of ‘Stages’ to make it easier for you to refine the results.

Category // require(['jquery'], function ($) { $(document).ready(function () { //removes paginator if items are less than selected items per page var paginator = $("#limiter :selected").text(); var itemsperpage = parseint(paginator); var itemscount = $(".products.list.items.product-items.sli_container").children().length; if (itemscount.

• 3D Man (15)
• Anatomy (1)
• Block Chain (30)
• Branding (50)
• Brochures Layout (2)

< Go back to Login

Forgot Password

Please enter your registered email ID. You will receive an email message with instructions on how to reset your password.

4 Decision Frameworks That Will Change The Way You Make Decisions

Decision-making is the process of gathering information, evaluating alternatives and resolutions. According to the Oxford Advanced Learners Dictionary , the word “decision making” means “the process of deciding what is important for a group of people in an organization”.

In the simplest sense, decision-making is the act of choosing between two or more approaches. In the broader problem-solving process, decision making involves choosing between possible solutions to a problem. Decision-making can be an intuitive, thoughtful process, or a combination of both. 

It is important to understand that not all decisions are made equally and trying to execute a one-size-fits-all approach for all your decision making endeavors is bound to fail. Context and background matter. But it may not be easy to develop a fluid and flexible decision making process in your initial experiences as a leader. Therefore, it is a  good idea to level up your decision making skills by utilizing decision making models that allow you to categorically and comprehensively make decisions by taking into account all the factors that lead to effective decision-making. 

In this blog, you will learn – 

Prioritization And The Decision-Making Process

What To Keep In Mind When Making Clear And Scalable Decisions?

Pitfalls To Avoid In The Decision-Making Process

OODA Decision-Making Loop

• DACI Decision-Making Framework

Vroom-Yetton Model

Cynefin Framework

One of the most fascinating things about the human psyche is the ability to analyze complex problems and situations to come up with an optimized decision that is a total of every aspect and element that the brain could comprehend. This kind of logical problem-solving and decision-making ability is what allows us to do great things including creating and managing large organizations with multiple teams, departments that all need to work together for success. And all of that is far from simple. It requires a great amount of thought and drive, as well as the ability to adapt and make decisions that will inspire growth and success for a firm. 

One of the primary aspects, when it comes to making complex, or simple, decisions is knowing how to prioritize your tasks and goals, and make decisions in accordance with the relevancy and importance of certain tasks. Prioritization itself is a broad topic and can be its own entire topic of discussion. However, it plays a very important role when it comes to making decisions that need to align with a larger objective or your organization’s vision.

The first order of business, therefore, when making any decision, is to classify all your tasks based on their level of importance and urgency. For instance, if your company’s priority is to expand into your markets, all tasks related to market research, expansion plans, and growth management need to be prioritized. 

Step-by-step approaches are the most efficient way to make thoughtful and informed decisions that have a positive impact on the short and long-term goals of your organization. When you introduce a formal decision making process, you will be able to avoid hurty decisions and make more informed decisions. 

Prioritization Matrix Template

Source: Prioritization Matrix Template by SlideUpLift

To come to the most optimum decision, it is important to be in possession of all the facts, has your priorities sorted, and understand what it takes to be a robust decision-maker in your organization. Check our professionally designed collection of Prioritization Templates .

Making decisions can be one of the hardest things in a position of responsibility. For instance, in this pandemic, global work cultures had to be changed dramatically, leading many companies to see a significant loss in their yearly and monthly profits. Many had to make the tough decision between laying off employees or cutting back on their pay as a way to mitigate this unforeseen loss in revenue. The deciding factor between the two elements here is not as simple as simply weighing the pros and cons of each. Neither is it a good idea to simply work on a whim or a pre-decided model for making decisions. After all, it is important to note that your one decision can in fact trigger a chain of reactions and decisions that can and will affect the operational structure of a business. 

Therefore, it should become standard practice to make scalable decisions i.e. decisions that clearly define the boundaries of each aspect of its execution – from team member roles to prioritization of tasks to clear transparency about the process of reaching the final decision.

So, how do you ensure that our decisions are the best possible ones, given the information and facts that you have in your possession? A few tips that will help simplify the process:

Define Roles

A significant part of using decision making models to make scalable decisions is to clearly define the roles and responsibilities of each team member. This way, you avoid overlooking any point of view, which automatically eliminates a lot of the friction normally associated with making executive decisions. It also involves the entire team within the decision making process, leaving no doubt for any team member to wonder about their work or responsibility in executing the decision.

Contextualize

As stated previously, decisions cannot be made in isolation. Without defining the context for a decision, you run the risk of making decisions in a bubble, one that does not take into account the individual weaknesses and strengths of the organization. 

Optimize Resources

A key part of making decisions is also deciding the course of resource management within your company. After all, the best decisions are ones that effectively optimize the use of finite resources to maximize output in the shortest amount of time possible.

Instinctual Decisions

While you all make decisions based on our gut-feeling or instantaneous reactions in our daily lives, at a business or organization level, relying solely on your instincts may not be the perfect decision-making endeavor. After all, our instincts react only to our immediate understanding of things, and it can often cause us to give in to our biases, or believe that you understand all the nuances of a situation when you, in fact, don’t.

Excessive Automation

Imagine if all your life decisions were made using solely the algorithms you input into a large spreadsheet? All the nuance associated with making decisions for people and complex situations will go unattended. A spreadsheet is great if you need to classify and categorize all the different aspects that you need to analyze. However, excessive reliance on it can lead to decisions that lack essential human intuition and analysis.

Assuming Predictability

One of the biggest reasons why so many people fail when it comes to making good and forward-thinking decisions is that at some level, they assume that there will be a predictable pattern to the workings of the world. However, this is a simplistic and often-times flawed method of approaching decision-making. Decision making should be a dynamic process, taking into account the various complexities of the situation, as well as understanding that things may change or not work the way they’re supposed to and planning for the same.

The Best Decision-Making Models That Simplify The Process

OODA stands for ‘Observe, Orient, Decide and Act’, and is a loop-based decision making framework that is highly effective for making decisions relevant to your learning process and commercial operations.

The basis of the OODA Decision Making Loop is the four categories mentioned in the loop.

Observe: the first step of the process is to be observant of the situation, taking note of all of the externalities and aspects that are affecting the situation.

Orient: This is a critical thinking activity, wherein you actively orient yourself into the right headspace by eliminating all potential biases you may have about the situation

Decide: W hat is the right course of action is based on your observations and analyses, and then ‘act’ on that decision. 

Act: Implement your decisions effectively.

Source: OODA Loop by SlideUpLift

Source: OODA Loop Template by SlideUpLift

The loop can be done multiple times, each time with a different approach or decision, to come up with the final decision that works for your company. Showcase your decision making using our  pre-designed OODA Loop Diagram templates here.

DACI Decision Making Framework

DACI is a decision making framework that was specially designed for collaborative decision-making. It is highly effective in involving larger teams in the decision-making process. The method of decision-making adopted in this framework starts with identifying the ‘Driver’, or the individual responsible for driving the decision by collecting information and making decisions based on all the information they collate. 

The next to be identified is the ‘Approver’, or the team member responsible for making the final call on the decision. This is often a member of the upper management or a superior responsible for signing off on any new initiatives or projects.’ 

‘Contributors’ come next, and these are all the people that are relevant as they provide critical insights, data, expertise, or opinions. However, they do not get a say in the decision-making process. 

And lastly, once the decision has been made and approved, the ‘Informed’ are made aware of it, as they’re not part of the process but require an understanding of the final decision in order to work accordingly.

DACI Decision Making Model

Source: DACI Decision Model by SlideUpLift

DACI Framework

Source: DACI Framework by SlideUpLift

This model is often also used with a slight variation. This variant is called RACI, and it simply changes the driver of a decision to the one ‘responsible’ for it, providing for a greater role in terms of execution for the driver or the one responsible. Check out the collection of DACI Decision-Making Models  here. 

The Vroom-Yetton model was originally developed by Victor Vroom and Philip Yetton in their 1973 book, “ Leadership and Decision-Making .” The model is used to provide a way of deciding on a decision-making framework. It helps categorize the various decision-making models and leadership styles available and helps you decide which approach would be best in your position and situation. 

The model essentially poses 7 ‘yes or no’ questions, and on the basis of their interaction, allows an individual to decide on their model of leadership and decision-making. These are further explained by the five categories of decision-making processes –

• Autocratic (A1) – You make the decision using the information you already have, without any input from your team.
• Autocratic (A2) – You make the final decision, but you ask your team to obtain certain information that helps form your decision.
• Consultative (C1) – You individually ask for each team member’s opinions, but there is no team discussion that happens for the decision. The final decision is still made by you.
• Consultative (C2) – The entire team discusses the decision together, but the final decision is made by you. 
• Collaborative (G2) – Your role is more facilitative, and the entire team discusses and debates to reach a final consensus for a decision.

Vroom Yetton Model

Source: Vroom Yetton Model by SlideUpLift

Vroom Yetton Decision Model

Source: Vroom Yetton Decision Model by SlideUpLift

Browse through the library of Vroom Yetton Model for PowerPoint.

Cynefin’s decision-making framework is a conceptual framework that allows managers and decision-makers to identify the specific contexts of their situations and subsequent best practices for making decisions within those contexts. There are five domains within this framework, and they each are ways to understand and perceive the behaviors of all the people involved. These domains are – 

Obvious – In this situation, there are clear rules and there is stability. 

Best practice: Sense-categorise-respond ( establish the facts (“ sense “), categorize , then respond by following the rule or applying best practice.)

Complicated – This domain implies that this situation consists of known unknowns, or conceivable potential issues and problems. 

Best practice: Sense–analyze–respond (assess the facts, analyze, and apply the appropriate good operating practice).

Complex – This domain consists of the unknown unknowns, and effectively states that analysis can only be done retroactively. 

Best practice: Probe-sense-respond ( probe and experiment, identify patterns, and apply best possible practice).

Chaotic – In this domain, the cause and effect are unclear as the situation is somewhat volatile. 

Best practice: Act–sense–respond ( act to establish order; sense where stability lies; respond to turn chaotic into the complex).

Disorder – This is the domain when all the other domains are rendered ineffective in terms of classifying a situation. There are multiple perspectives, multiple leaders, and various constituent parts that need to be further broken down to identify each of their domains. There is no set “best practice” for this domain beyond deconstructing it to assess it further.

Making decisions can seem to be a glamorous part of a leadership position. After all, it is at your discretion that the functioning of a team, firm, or organization will rely on. However, with great responsibility comes greater consequences of failure. Making bad decisions can instantly change the trajectory of your career and the success of your organization. Thus, it may be a good idea to invest some time in educating yourself on the various tools, tips, and decision-making models available that can significantly change the decision-making process by making it simpler and less likely to lead to failure. 

Now you don’t have to scour the web to find out the right templates. Download our PowerPoint Templates from within PowerPoint. See how ?

Related Articles

Table Of Content

Related posts from the same category.

23 Apr, 2021 | SlideUpLift

Four Prioritization Frameworks To Help You Nail Work-Life Balance

Work can be overwhelming, especially in the current pandemic - we seem to be all busy all the time, many of us teetering at the edge of fatigue. Prioritization is

26 Nov, 2021 | SlideUpLift

Cynefin Framework – A Tool For Situational Leadership

The most effective managers recognize that problem solving is not a one-size-fits-all process. They know that their actions will be based on situations and they have to make informed decisions

22 Mar, 2024 | SlideUpLift

Best Pros And Cons List For Effective Decision-Making

It takes a lot of work to make decisions when choosing one option over the other, especially when there are multiple factors to consider. You may want to opt for

25 Aug, 2021 | SlideUpLift

Top Summarization Techniques that Pro Presenters use

There is an expression experience presenters often use: “I don’t want to drain the slides, so here are the key ideas.” An audience on the verge of drifting to another

4 May, 2022 | SlideUpLift

What Is A Key To Problem Solving? CATWOE Analysis Has The Answers

What lies at the core of addressing thorny business issues? We believe it is problem-solving. The most common and difficult obstacle to resolving problems using first principles is defining the

17 Sep, 2021 | SlideUpLift

Action Plan: The Missing link between Goals and Execution

Action planning is a crucial element of the execution process and facilitates proactive collaboration amongst teams on getting things done. Individuals and organizations can use action plans to attain the

11 Feb, 2021 | SlideUpLift

OKR: The perfect goal-setting framework for ultimate productivity (plus OKR Templates)

The process we go through in our business journey can sometimes be overwhelming. Looking back and reflecting on past mistakes can only get us so far. The real progress is

2 Feb, 2024 | SlideUpLift

SMART Goals Examples For Work [Guide For Professionals With Templates]

As we step into the fresh year of 2024, it's time to set resolutions for both our personal and professional lives. This includes taking a close look at our business

13 Sep, 2022 | SlideUpLift

The 5 Most Essential Google Slides Themes Every Business Professional Must Have

Making powerful and memorable Google slides presentations is a highly specialized talent that business people sometimes undervalue yet need it to thrive in the corporate world. However, that's easier said

21 Dec, 2022 | SlideUpLift

6 Tips for Excelling in Executive C Level Presentation

Executives determine the destiny of a corporation. They rely significantly on their team to get the information to make decisions. These decisions are often made during or after high-stakes discussions

Forgot Password?

Privacy Overview

Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information

Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.

Decision Making Models

Aug 27, 2011

661 likes | 1.77k Views

Decision Making Models . Lsn 5. Agenda. Rational actor Bureaucratic process Organizational process Small group Elitist Pluralist Social constructivism Prospect Poliheuristic Case Study: Cuban Missile Crisis. Decision-making. Why understanding decision-making is difficult…

Share Presentation

• cuban missile crisis
• specific problem
• bureaucratic politics
• many decisions
• pluralism model

Presentation Transcript

Decision Making Models Lsn 5

Agenda • Rational actor • Bureaucratic process • Organizational process • Small group • Elitist • Pluralist • Social constructivism • Prospect • Poliheuristic • Case Study: Cuban Missile Crisis

Decision-making • Why understanding decision-making is difficult… • No single decision-making process exists • Decisions are seldom final and tend to lack concrete beginning and ending points • There is an imperfect link between the policy process and the policy outcome • Thus any decision-making model is likely to oversimplify the problem • Still models offer analytical tools which can be combined to provide useful insights

Rational Actor Model • Foreign policy is viewed as a calculated response to the actions of another actor • That causes a calculated response from the first actor which leads to reevaluation and readjustment by the second actor • Throughout this process, the state is seen as unitary and rational • Domestic politics, governmental organization, and personalities are discounted

Rational Actor Model • Goals are clearly stated and ranked in order of preference • All options are considered • The consequences of each option are assessed • A value-maximizing code is made • A very useful tool during the Cold War

Rational Actor Model

Rational Actor Model • In the rational actor model, decisions are based on the pursuit of national interests at reasonable costs or risks • It’s attractiveness is that it places few informational demands on the observer • It’s criticism is based on the same fact and the realization that decision-making is much more complicated than just weighing external factors • Domestic, personality, and organizational influences all have an impact

Rational Actor Model • The model assumes “important events have important consequences” • Downplays the role of chance, accident, and coincidence • Clausewitz’s “fog of war” • In reality goals are seldom clearly stated and rank ordered, and options are often not fully evaluated

Rational Actor Model • Nonrational factors • Threat perception • Determining threat capabilities and intents • Dangers of “worst-case analysis” and “wishful thinking” • Specific and cumulative historical experiences • Xenophobia • Personal present circumstances • “Where you stand depends on where you sit” • Groupthink

Bureaucratic Politics Model • Bureaucratic politics is the “process by which people inside government bargain with one another on complex public policy questions” • This model sees decisions as being the product of conflict-resolution rather than problem solving

Bureaucratic Politics Model • Power is shared • The individuals who share power disagree on what should be done because they are located at different places in the government and see different aspects of the problem • The Secretary of State may view a problem primarily from the diplomatic perspective while the Secretary of Defense has a different view because his troops may be used while the President must also concern himself with domestic fallout

Bureaucratic Politics Model • Rarely do problems enter or leave the policy process in a clearly definable manner • They get entangled with other issues • Not everyone participates in every problem

Bureaucratic Politics Model • Therefore some underlying concept of national interest is not how decisions are made • How the problem first surfaces and how it interacts with other issues greatly determines how the decision will be made

Organizational Politics Model • Because time is short to do a lot of bargaining, many decisions are based on existing organizational standard operating procedures (SOPs) • Governments are complex entities consisting of large organizations among which responsibilities for particular areas are divided

Organizational Politics Model • Governments are not monolithic • They are merely constellations of loosely allied organizations on top of which the government leaders sit • The constellation acts only as component organizations perform routines • In order to coordinate the behaviors of large numbers of individuals performing these routines, SOPs are used

Organizational Politics Model • Therefore decisions within the organization are largely determined by routines established by SOPs before the particular instance or problem even occurs • To ensure predictable performance, the “standards” are often limited, unduly formalized, and sluggish • They may also be inappropriate

Organizational Politics Model • The inflexible and blunt nature of these routines and procedures reinforces the tendency to accept change only around the margins • If the problem is non-standard and an existing SOP is not available, the organization is forced to undergo the painful search for a new SOP

Small Group Model • Many decisions are made by neither an individual or a large organization • Advantages over the bureaucratic model might include • Fewer opinions to reconcile and therefore fewer significant conflicts • A free and open exchange because there will be no organizational interests to protect • Swift and decisive action • Possible innovation and experimentation • The possibility of maintaining secrecy

Small Group Model • Types of small groups • Informal group that meets regularly but lacks a formal institution base • An ad hoc group created to respond to a specific problem • A permanent group with an institutional base created to perform a series of specified functions

Small Group Model • Dangers of the small group model • Groupthink: the “deterioration of mental efficiency, reality testing, and moral judgment” that increases the likelihood of the group’s making a potentially defective decision • Tips to avoid groupthink • Encourage impartial and wide-ranging discussions of alternatives • Establish multiple groups for the same task • Appoint a “devil’s advocate” • Schedule a “second chance” meeting to reconsider decisions one final time

Elite Model • Vitally concerned with the identities of those who make foreign policy and the underlying dynamics of national power, social myth, and class interests

Elite Model • Foreign policy is made as a response to demands generated by the economic and political system • Not all demands receive equal attention and those that receive the most attention serve the interests of only a small sector of society • Special interests are transformed into national interests John Conyers and other members of the Congressional Black Caucus had a significant impact on President Clinton’s decision to intervene in Haiti

Elite Model • Those outside of the elite are relatively powerless • Public reactions are often “orchestrated” by the elite rather than being expressions of independent thinking • Stresses the ties that bind policy makers together rather than the issues that separate them

Pluralism Model • Power is fragmented and diffused • Many groups in society have power to participate in policy making • No one group is powerful enough to dictate policy • An equilibrium among groups is the natural state of affairs • Policy is the product of bargaining between groups and reflects the interest of the dominant group(s) • The government acts as an umpire, supervising the competition and sometimes compelling a settlement.

Pluralism Model • Power resources are not evenly distributed throughout society and merely possessing the attributes of power does not necessarily equate to actually possessing power itself • Power resources may be substituted for one another • Numbers can offset wealth • Leadership can offset numbers • Commitment can overcome poor leadership • etc

Social Constructivism • Seeks to understand how it was possible to imagine certain courses of action and relationships as being possible in the first place • What social practices enabled people to act, frame policies as they did, and wield power as they did How did Manuel Noriega become redefined from an anticommunist ally to a drug dealer, thus making the invasion of Panama possible?

Prospect • Individuals do not weigh all outcomes and select the strategy that will offer the highest expected utility • Instead they tend to value what they have more than what they do not have • Leads them to value the status quo and be risk adverse with respect to gains and risk accepting when it comes to losses • Take more risks to defend the state’s international position than to enhance it • After a loss, take excessive risks to recover their position

Poliheuristic • Policy makers adopt more than one decision rule in making foreign policy decisions • Begin with an “avoid a major loss principle” that stresses the importance of domestic considerations in surveying initial options • Then evaluate the remaining options in terms of what offers the best net gain in terms of values they hold to be most important

Integration • As an analytical tool, models can be combined by: • Shifting from model to model as the focus of the analysis changes • Pluralist and bureaucratic models help explain why policy makers act as they do once they are “in place,” but tell us little about how they got there • Elitist and rational actor would offer better insights on how the actors arrived at the values they bring to bear in addressing a problem

Integration (cont) • As an analytical tool, models can be combined by: • Recognizing that some models are more appropriate for analyzing some problems or issue areas than others • The more open the policy process and the longer the agenda is on the policy agenda, the more useful will be the bureaucratic and pluralistic models • The more closed the process and quicker the response, the more useful will be the rational actor, elite, and small group models

Integration (cont) • As an analytical tool, models can be combined by: • Shifting from one model to another as the policy develops over time • Rational actor to analyze US entry into Vietnam • Bureaucratic to analyze key decisions during the course of the war • Pluralist to analyze the decision to withdraw • Picking the model based on the values that guide one’s analysis • Be careful about assumptions though

Case Study Cuban Missile Crisis

Fidel Castro • In 1959 Fidel Castro was able to mobilize the disaffected rural peasants in Cuba and topple Fulgencio Batista’s US-supported and anticommunist regime • Castro assumed dictatorial powers and announced his goal was to create a society based on Marxist principles A Cuban crowd listens to Castro after his takeover

Bay of Pigs • The US could not accept the presence of a revolutionary Marxist government so close to its borders and President Eisenhower authorized planning for a force of anti-Castro Cubans to invade Cuba and overthrow Castro • When Kennedy became president he authorized the invasion but stipulated that the US not be involved in the landing itself

Bay of Pigs • The invasion took place at the Bay of Pigs in April 1961 and proved to be a disaster • Instead of rallying to the invaders, the local population supported the Castro government • The failure embarrassed the US and weakened President Kennedy in the eyes of the Soviet Union • However, it strengthened Kennedy’s personal resolve to act more vigorously in any future crisis Castro helping to repel the invasion

Cuban Missile Crisis • Castro feared the US would try again to overthrow him and he called for additional support from the Soviet Union • Soviet Premier Nikita Khrushchev responded by sending medium-range bombers and missiles to Cuba to help defend Castro and threaten the US • In Oct 1962, US spy planes discovered missile sites under construction in Cuba Map used to brief the range of missiles and bombers being deployed to Cuba.

Kennedy’s Response • Kennedy responded decisively, demanding that the Soviets remove the missiles and bombers or face their destruction by air strikes or invasion • He also imposed a naval “quarantine” of Cuba

Quarantine The US destroyer Joseph P. Kennedy stops, boards, and inspects a dry-cargo ship of Lebanese registry under Soviet charter to Cuba on Oct 26, 1962

US Victory • On Oct 28, Khrushchev agreed to remove the missiles • “Eyeball to eyeball, they blinked first.” • Dean Rusk, US Secretary of State • It was a major Cold War victory for the US and a major loss of face for the Soviet Union and Khrushchev 1962 British cartoon showing Kennedy and Khrushchev arm wrestling on top of nuclear weapons

Cuban Missile Crisis Decision Making • The Rational Actor Model • Kennedy considered six options • Do nothing • Diplomatic pressures • A secret approach to Castro • Invasion • Surgical air strike • Blockade

Cuban Missile Crisis Decision Making • After considering the pros and cons of each action, Kennedy chose the blockade because it had the comparative advantages of: • Being a middle course between inaction and attack– aggressive enough to communicate firmness of intention, but not so precipitous as a strike • It placed the burden of choice as to the next step squarely on Khrushchev

Cuban Missile Crisis Decision Making • No possible military confrontation could be more acceptable to the US than a naval confrontation in the Caribbean • By flexing its conventional muscle, the US could exploit the threat of subsequent non-nuclear steps in each of which the US would have significant superiority

Cuban Missile Crisis Decision Making • The Organizational Process Model • Many describe the Soviet placement of missiles on Cuba as an “intelligence failure” for the US • The available intelligence was the product of established routines and procedures of the organizations that constitute the US intelligence community

Cuban Missile Crisis Decision Making • On Sept 19 the US Intelligence Board (USIB) concluded that the Soviet Union would not introduce offensive missiles to Cuba • In fact, on Sept 12 a CIA agent had observed the rear profile of a strategic missile, but transmission time to Washington of such information routinely took 9 to 12 days and was not available for the USIB to consider • Decreasing the transmission time would impose severe cost in terms of danger to subagents, agents, and communication networks

Cuban Missile Crisis Decision Making • On Oct 4, the decision was made to conduct a special flight over west Cuba • The USAF and the CIA squabbled over who should perform the flight • The USAF argued that the increased danger of the U-2 being shot down necessitated a uniformed rather than a CIA pilot • The CIA countered that as an intelligence flight, the operation lay within its jurisdiction and its U-2s had been modified in ways the USAF’s planes had not been in order to decrease their likelihood of being shot down

Cuban Missile Crisis Decision Making • The State Dept joined the argument suggesting less risky alternatives such as drones • After 10 days it was finally decided that USAF pilots would be trained to fly the CIA planes and conduct the mission

Cuban Missile Crisis Decision Making • The Organizational Process Model also impacted the discussion of options • The Navy saw issue as implementing the blockade without meddling and interference from political leaders • The President wanted to manage the pace of operations in order to give the Soviets time to see, think, and blink

Cuban Missile Crisis Decision Making • Trying to slow the Navy down in response to President Kennedy’s concerns, Secretary of Defense McNamara asked Chief of Naval Operations Admiral George Anderson a series of “what if?’ questions • Anderson picked up the Manual of Navy Regulations, waved it in McNamara’s face, and shouted, “It’s all in there.” • McNamara replied, “I don’t give a damn what John Paul Jones would have done; I want to know what you are going to do, now.” • The argument concluded with Anderson saying, “Now, Mr. Secretary, if you and your Deputy will go back to your office the Navy will run the blockade.”

Cuban Missile Crisis Decision Making • The Elite Model • Cuba was Kennedy’s “political Achilles heel” • The Bay of Pigs had left Kennedy looking weak • Khrushchev had directly challenged Kennedy where he knew the President was most vulnerable after assuring him he wouldn’t • “He can’t do that to me!” • Republican Congressional leaders had already announced that Cuba would be “the dominant issue of the 1962 campaign” • All these factors made the “do nothing” option personally unpalatable for Kennedy

• More by User

Descriptive Decision Making Models

803 views • 23 slides

Decision Making Psychology & Decision Making Models

How do you make your decisions? Do you use a proven model? Do they turn out as well as you wish on a regular basis? If not, try these decision making models and learn more about the psychology of decision making. Material drawn from college-level courses and the new eBook Think Well & Prosper: A Critical Thinking Guide by Steve Bareham, Summa Publishing.

1.47k views • 43 slides

Decision Making and Exchange Models of Leadership

Decision Making and Exchange Models of Leadership. Jago &amp; Vroom (1980) Dienesch &amp; Liden (1986). Agenda – 6/30/05. Reminders Questions, Comments, or Concerns Decision Making Models of Leadership Leader-Member Exchange (LMX) Break TRP 6 Activity Next Week. Reminder.

378 views • 12 slides

Simulation Models, ICTs, and Decision Making

You cannot solve the problem with the same thinking that created the problem Albert Einstein. Simulation Models, ICTs, and Decision Making. Dr. John Shilling Millennium Institute January 28, 2013. Introduction.

308 views • 22 slides

Models of Coordination in Multiagent Decision Making

Models of Coordination in Multiagent Decision Making. Chris Amato Many slides from a larger tutorial with Matthijs Spaan and Shlomo Zilberstein Some other slides courtesy of: Dan Bernstein, Frans Oliehoek and Alan Carlin. General overview .

1.17k views • 104 slides

Topic 5 Ethical Decision-Making Models

Topic 5 Ethical Decision-Making Models. The Complexity Of Making Ethical Decisions. Different stages of moral development Requiring trade-offs between stakeholders’ interests Multiple alternatives with unclear outcomes

2.4k views • 43 slides

Ethical Theories &amp; Decision-Making Models

Ethical Theories &amp; Decision-Making Models. The Three Principles The Potter Box The Bok Model The Nine Checkpoints The Ten Questions. The Three Principles. #1 – Ends-Based Thinking: “Do what’s best for the greatest number of people.” #2 – Rule-Based Thinking:

954 views • 15 slides

Decision Making in Societal Models

Decision Making in Societal Models. Wim Smit Smart Business Center HAN University, the Netherlands. Contents. Introduction Short description of the model of Prof. Vester Experiences with Vester’s societal model The simulation curriculum Discussion and some conclusions References .

301 views • 20 slides

Systems Thinking and Decision Making Models

Systems Thinking and Decision Making Models. Mediated Modeling 1/16/07. The goal is to develop an understanding of the potential and limitations of Mediated Modeling as a tool for the involvement of stakeholders in complex decision-making. By the end of this course, you learned:.

605 views • 38 slides

Testing Heuristic Models of Risky Decision Making

Testing Heuristic Models of Risky Decision Making. Michael H. Birnbaum California State University, Fullerton. Outline. Priority Heuristic New Critical Tests: Allow each person to have a different LS with different parameters

381 views • 30 slides

Structured Models for Decision Making

Structured Models for Decision Making. Daphne Koller Stanford University [email protected]. MURI Program on Decision Making under Uncertainty July 18, 2000. Roadmap. Bayes Nets. PRMs. Static. Encapsulation Reuse. Dynamic PRMs. DBNs. Dynamic. Encapsulation Approximation.

580 views • 45 slides

Decision Models

Decision Models. Making Decisions Under Risk. Decision Making Under Risk. When doing decision making under uncertainty, we assumed we had “no idea” about which state of nature would occur.

389 views • 21 slides

MODELS OF DECISION MAKING IN NURSING

MODELS OF DECISION MAKING IN NURSING. (Group 3) Presented by: Akira and Ruvina. introduction. Decision Making: Definition Importance of Decision Making in Nursing Process of Solving an Ethical Dilemma Models of Decision Making in Nursing Kerridge’s Model 7-Steps Model

4.83k views • 20 slides

Models in Environmental Regulatory Decision-Making

Models in Environmental Regulatory Decision-Making Report of the Committee on Models in the Regulatory Decision Process Presented at RASS- ISES Conference Call Chris Whipple, Committee Chair June 10, 2009. Origin of Study. Concerns over regulatory &amp; judicial challenges to models

391 views • 22 slides

Decision-Making Systems, Models, and Support

Decision-Making Systems, Models, and Support. By Dr.S.Sridhar,Ph.D., RACI(Paris),RZFM(Germany),RMR(USA),RIEEEProc. email : [email protected] web-site : http://drsridhar.tripod.com. Learning Objectives. Learn the basic concepts of decision making. Understand systems approach.

454 views • 26 slides

Systems Thinking and Decision Making Models. Mediated Modeling 2/6/07. To accomplish. Reflections - discuss grading - deadline by Friday midnight? Literature review and facilitated discussion - discuss grading (new syllabus on website) Causal diagrams ANR project &amp; team work.

312 views • 19 slides

Systems Thinking and Decision Making Models. Mediated Modeling 2/20/07. To accomplish. Reflections Where can you apply what you are learning in this class in other areas of your life? How could the recommendations from the ANR group be different, focusing on different time scales?

202 views • 11 slides

Decision Models. Decision Trees. Situations In Which Decision Trees Can Be Useful. Payoff Tables are fine when a single decision is to be made Sometimes a sequence of decisions must be made Decisions “along the way” will be influenced by events that have occurred to that point

230 views • 12 slides

246 views • 22 slides

Models of Decision Making

Models of Decision Making. THE POTTER BOX Few people would argue that any one of the ethical philosophies has provided a perfect model for making ethical decisions. Instead we can draw ideas from each theory and construct an outline of how ethical decisions should be made.

339 views • 24 slides

Decision Making Models. Lsn 5. Agenda. Rational actor Bureaucratic process Organizational process Small group Elitist Pluralist Social constructivism Prospect Poliheuristic Case Study: Cuban Missile Crisis. Decision-making. Why understanding decision-making is difficult…

646 views • 55 slides

Home PowerPoint Templates Models Six Thinking Hats PowerPoint Template

Six Thinking Hats PowerPoint Template

Access our Six Thinking Hats PowerPoint Template to showcase the different perspectives in a decision-making process using engaging slide designs . Six thinking hats is an approach employed to let people think in various ways, identify potential risks, find opportunities, and look at problems in various ways. Using the six thinking hats technique, experts can assign different thinking hats to various groups that explore for valuable insights and then come up with innovative ideas. In this way, they can prevent you from making wrong business decisions due to some emotional preferences or an optimistic approach. We have created this engaging PPT template for professionals so that they can discuss the outcomes of the brainstorming. And discover unique ideas and work on new projects or plans. The six metaphorical thinking hats are:

• Blue Hat – The Conductor: Focuses on thinking and controlling the decision-making process.
• White Hat – Factual: The white hat group gathers information and collects relevant facts. 
• Red Hat – Feelings: While wearing this hat, you can express your emotions and inner feelings without explaining them logically. 
• Green Hat – Creative: The group with green hat explores various creative ideas and potential ways to move forward.
• Black Hat – Cautions and Judgement: This group determines the possible risk of a decision. You think more logically and get more cautious while in this group. 
• Yellow Hat – Optimistic: In this case, you focus on things more positively. Also, you can mention the benefits and additional value you can get from a particular idea. 

The Six Thinking Hats PowerPoint Template consists of eleven interactive slides describing the six hats’ duties and examining their tasks. The title slide has six editable text boxes for each hat. A hat diagram contains a title and placeholder text to mention the significant details. The six thinking hats are listed in a tabular form in the next slides, demonstrating the different viewpoints and related descriptions in an interactive format. Furthermore, the six thinking hats are discussed individually in the following slides with corresponding slide colors.

Users can customize this template in terms of colors and shapes with all versions of Microsoft PowerPoint, Google Slides, and Keynote. Y ou can also check our De Bono 6 Thinking Hats PPT template for creating comprehensive presentations. Download this creative template and customize it now!

You must be logged in to download this file.

Favorite Add to Collection

Details (11 slides)

Supported Versions:

Subscribe today and get immediate access to download our PowerPoint templates.

Related PowerPoint Templates

ABC Moving Letters PowerPoint Template

Therapeutic PowerPoint Template

Multiple Intelligences Diagram PowerPoint Template

6-Step Head Diagram Morph Template for PowerPoint

• My presentations

Auth with social network:

Download presentation

We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!

Presentation is loading. Please wait.

Presentation on theme: "The Critical Decision-Making Model"— Presentation transcript:

Goal Setting Lew, Here’s the first cut at not only an agenda, but some of the actual slides. As you view these, look at the notes. That’s where I have.

Skills and Techniques Lesson One.

Your Health and Wellness

Developmentally Appropriate Practice

Problem Solving.

Workshop for Birmingham City Council: Risking your Dignity: hearing the citizen’s voice The tension between ‘empowering’ and ‘protecting’ people: Have.

CHICKALOON VILLAGE SAFETY OBSERVATIONS AND ACCIDENT REPORTING Created and Presented by : Chelsea Jean Leppanen.

Critical Incident First Responder Responsibilities & Tactics.

BHMS 2011 Decision-Making Presentations. We Are Faced with Making Decision Everyday Some are more important than others Minor What am I eating for lunch?

Inner Critic 1.Internal voice that judges us as inadequate.

A Framework for Ethical Decision Making

Using Situational awareness and decision making

Human Rights Monitoring and Reporting. What is human rights monitoring and how does it differ from similar activities? Human rights monitoring is a broad.

Part of a Broader Strategy

Jeffery Graviet Emergency Services Coordinator, Salt Lake County Chairperson, Salt Lake Urban Area Working Group.

United States Fire Administration Chief Officer Training Curriculum Operations Module 2: Incident Command Decision- Making.

Students Safe At School: A Proactive Approach. EFFECTIVE SCHOOLS Larry Lezotte: Effective Schools “A safe and orderly environment” is one of the 7 characteristics.

Why and Wherefore of Planning in Police Services Andrew Graham School of Policy Studies Queens University.

Unit 5 – Light Search & Rescue

Illinois Department of Aging 2012 Elder Rights Conference Reaching Within Session T13.

About project

© 2024 SlidePlayer.com Inc. All rights reserved.

Main navigation

• Continuing Nursing Education
• News & Events

Presenting at the Canadian Association of Schools of Nursing 2024 Conference

• Add to calendar
• Tweet Widget

Several members of the Ingram School of Nursing (ISoN) faculty presented at the Canadian Association of Schools of Nursing Biennial Education Conference, held in Calgary at the end of May. ISoN faculty lecturer Anne-Laurie Beaubrun served as a moderated for several oral presentations throughout the conference. In between workshops, oral presentations, poster presentations and the like, they took the time to enjoy the stunning vistas of the Rockies.

Subtheme: Decolonizing Nursing Education in Action

Anne-Laurie Beaubrun and Amanda Cervantes participated in a panel/symposium titled "Anti-Racism and Social Justice in Nursing Education: Moving the dialogue forward in educational spaces."

Josée Lavallée  gave an oral presentation titled "Bringing Foundational Indigenous Values into Inaugural Role as Director of the Office of Social Accountability in Nursing: My Approach, Strengths, and Lessons Learned."

Subtheme: Educating for an Evolving Context

Josée Bonneau  gave an oral presentation titled "Supporting Academic Chairs through Neoliberal Times".

Lia Sanzone , Oxana Kapoustina , Amanda Cervantes , Rosetta Antonacci , Kimani Daniel , gave an oral presentation titled "Educating for an Evolving Context: An innovative strategy to evaluate nursing clinical decision-making with an Inquiry-based learning (IBL) pedagogy."

Oxana Kapoustina and Rosetta Antonacci gave an oral presentation titled "Let’s talk! Implementation of a structured Clinical Dialogue Guide for educators to advance nursing student practice."

Irene Sarasua and Michèle Desmarais gave an oral presentation titled "Implementing a model of excellence in interprofessional primary care nurse practitioner clinical education."

Subtheme: Beyond Representation: Towards Inclusion and Social Justice

Irene Sarasua gave an oral presentation titled "Optimizing Training for Clinical Education: From a Need’s Assessment to Implementation."

Poster Presentations

Caroline Marchionni, 1) Implementation of a vascular access and infusion nursing (VAIN) curriculum in a Canadian undergraduate nursing program and 2) The Vascular Access Student Club (VASC): Creating enthusiasm for vascular access and infusion nursing in a Canadian university

Department and University Information

Ingram school of nursing.