According to the video, we expose ourselves to vulnerability through our emotions and lack of self-confidence. When making choices, we must consider all of our alternatives and choose the right one. We want to appreciate and respect everyone's viewpoint on the topic and factor that into our decision-making. People with poor self-confidence often believe they are unlovable, uncomfortable, or inept. People with poor self-confidence are also often hypersensitive. They have delicate self-esteem that is easily wounded by others.
Additionally, individuals with poor self-confidence are "hypervigilant and hyperalert of indications of disapproval, worthlessness, and rebuff.". Emotional vulnerability is often manifested as fear of rejection, humiliation, or being judged as insufficient. The model of decision-making makes a variety of implausible assumptions. It presuppose6s that individuals fully comprehend the decision at hand, is aware of all available options, wants to make optimal choices and is free of perceptual biases (Sun et al., 2015). Additionally, the model of decision-making makes a variety of implausible assumptions. A critical component of the decision-making process is the propensity to satisfice, or accepting the first option that satisfies the minimum requirements. Satisficing is a decision-making process similar to rational decision-making. Rather than making the best choice and dealing with all the consequences, the decision-maker conserves cognitive energy and resources by choosing the first option that reaches the minimum threshold. Therefore, sometimes we try to make decisions without considering other people's perspective on the issue at hand or even considering other alternative and even better decisions.
Delegate your assignment to our experts and they will do the rest.
Two factors contribute to you making the incorrect decision. Concerning yourself about what others will think of your decision will result in guilt, as stated in the video. As mentioned in the video, how to abstain from making an emotional choice is prudent to quantify. When making choices, there is a decision process that can be followed. It would be best if you jotted down all the disadvantages and advantages of a decision ( Conroy & Peterson, 2013 ). If the negatives outweigh the positives, it is best to choose where the benefits outweigh the disadvantages. As the speaker said in the video, anything can be quantified. Certain variables contribute to imprecise decision-making in my organizations . We are concerned about children. As a result, parents bear a great deal of responsibility for their children's imperfect choices. Occasionally, decisions are taken that are not in the children's best interests or staff but are made to appease parents. Additionally, upper management makes decisions that are detrimental to workers and children. Care professionals make the right choices because we are with the children every day. We are aware of the children's needs and the changes that can be made to improve their lives.
The decision-making process is one of the most critical processes in an organization, directly influencing the organization’s effectiveness. When contact between teams is non-existent or weak, it increases the likelihood that incorrect decisions will be made. Other factors that can lead to poor decision making include ambiguous or contradictory responsibilities, an environment of distrust, a lack of long-term employment opportunities, and poor organizational culture (Duffy & Lilly, 2013). Goals must be reasonable and attainable. Members are prevented from leaving the community in the event of difficulty or an unforeseen challenge that prevents them from making correct team decisions.
Teamwork is often assigned a significant part in decision-making because it benefits from a broader knowledge base, has heterogeneous points of divergence, fosters a better interpretation of the challenges, has a high chance of achieving a unanimous answer, and serves as a teaching ground for participants with limited expertise. Using the computer then enables administrators to participate in decision-making processes involving even massive groups. The category is typically used during the decision-making process, where the participation of several people is required to provide more information for change. Since recognition is critical within the organization, it is essential to have individuals whose interest and approval become relevant. Managers must still prioritize collaboration in their roles, and this must be incorporated into decision-making processes.
References
Conroy, M. J., & Peterson, J. T. (2013). Decision making in natural resource management: a structured, adaptive approach . John Wiley & Sons.
Duffy, J. A., & Lilly, J. (2013). Do individual needs moderate the relationships between organisational citizenship behavior, organisational trust and perceived organisational support? Journal of Behavioral and Applied Management , 14(3), 185-197.
Sun, S., Yao, Z., Wei, J., & Yu, R. (2015). Calm and Smart? A selective review of meditation effects on decision making. Frontiers in Psychology , 6(1059), 1-10. doi:10.3389/psyg.2015.01059.
