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Decision Making for Improved Performance (Executive by Ken E. Mack, Mary Ann Crawford, Mary C. Reed

By Ken E. Mack, Mary Ann Crawford, Mary C. Reed

Each selection healthcare executives make needs to not less than let the association to satisfy its venture and to keep up its monetary viability. so simple as these standards sound, the conventional decision-making procedure is often insufficient for the fast paced international of healthcare administration. within the upcoming booklet, authors Ken Mack, Mary Ann Crawford, and Mary Reed offer healthcare leaders with a seven-step method of increase choice making. integrated in every one bankruptcy are: Hands-on fabric instruments Worksheets Checklists the ultimate bankruptcy contains a real-life instance of using the seven-step decision-making method via a medical institution and its physicians.

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As a team, identify decision alternatives. ■ Assign each team member a responsibility for exploring a specific option and reporting the findings to the group. Anchoring trap: This occurs when a decision maker gives disproportionate weight to the first information he or she receives. Such information, in effect, anchors the decision maker’s point of reference and sways his or her future thoughts and judgments. Trends or past events can inappropriately anchor expectations about future performance.

Lyles, R. I. 1982. Practical Management Problem Solving and Decision Making. New York: Van Nostrand Reinhold Company. March, J. G. 1994. Primer on Decision Making: How Decisions Happen. New York: Free Press. March, J. , and J. P. Olsen. 1982. Ambiguity and Choice in Organizations. Bergen, Norway: Universitetsforlaget. 56 | DECISION MAKING FOR IMPROVED PERFORMANCE Pelton, W. , S. Sackman, and R. Boguslaw. 1990. Tough Choices: The Decision-Making Styles of America’s Top 50 CEOs. Homewood, IL: Dow JonesIrwin.

Decision makers with such behavior simplify the problem and use intuition, past history, instinct, and best judgment to come up with a solution. As coined by Nobel Laureate Herbert A. Simon and his colleague James G. March in their 1958 book Organizations, satisficing behavior usually stems from human inability to process the wealth of information needed to make complex decisions or from the lack of necessary data. As a result, as soon as decision makers find a satisfactory or “good enough” solution that meets the criteria set by the organization, they discontinue their search for alternatives and adopt the solution at hand (Radford 1975).

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