Several elements come together during the decision-making process to facilitate the making of sober and critical decisions of all times regardless of the circumstances. These elements include but not limited to how the problem is interpreted and defined by the decision-makers, groups of people invited to contribute their views in the decision making process and how much people get invited as well as the opportunity to make adjustments before implementing the proposed decision.
It is worth noting that the process of decision making is critical and requires a diverse perception of the subject matter from all possible angles. Therefore, it is important to consider involving a variety of people with differing viewpoints and perspectives into the decision-making panel. This ensures diversification of thoughts, from which the best ideas are tapped and adopted into the decision-making process. A proper definition of the problem helps in analyzing available options, evaluating the various alternatives for logic before choosing the best of the alternatives. It is important to generate all possible alternatives through brainstorming from where the decision-makers will narrow down to one alternative and implement it.
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Several decision-making models and frameworks exist including the PrOACT model developed by Hammond. This model offers a more systemic decision-making approach, through the use of several elements that enables a person to make workable decisions. The term PrOACT is an acronym coined from the five core elements of that model, namely problem, objective, alternative consequences and tradeoffs (Bonno et al 2019). Other complementary elements such as uncertainty, risk tolerance and linked decisions are critical in making clarifications on decisions in a dynamic environment or critical situations.
The first step toward making a workable decision is to frame a suitable decision problem, which manipulates any other step in the decision-making process. After the identification of decision problem, the objectives are stated and specified to help the decision-makers in evaluating the alternatives (Bonno et al 2019). After outlining the objectives, various practical alternatives are then generated to satisfy the decision problem. The next step is to understand the consequences associated with all the generated alternatives. The last stage is to evaluate tradeoffs between conflicting objectives usually done with the help of a ranking table. This model presents a more practical and comprehensive approach to the process of decision making.
References
Bonnot, T. W., Jones-Farrand, D. T., Thompson III, F. R., Millspaugh, J. J., Fitzgerald, J. A., Muenks, N., ... & Howery, M. (2019). Developing a decision-support process for landscape conservation design . United States Department of Agriculture, US Forest Service, Northern Research Station.
