N321 Ch. 1 & 2 PDF: Decision Making, Critical Thinking

CHAPTER 1 DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT  DECISION MAKING...

CHAPTER 1 DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT  DECISION MAKING A complex, cognitive process of choosing a particular course of action; the thought process of selecting a logical choice from available options COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 2 PROBLEM SOLVING Part of decision making; a systematic process focusing on analyzing a difficult situation involving higher order reasoning and evaluation COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 3  CRITICAL THINKING The mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 4 CLINICAL REASONING #1 Integrating and applying different types of knowledge to weigh evidence, critically think about arguments, and reflect on the process used to arrive at diagnosis COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 5 ELASTIC THINKING Arises from what scientists call “bottom-up” processes Because this kind of processing is nonlinear, it can produce creative ideas that would not have arisen in the step-by-step progression of analytical thinking COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 6 EXPERIENTIAL LEARNING Provides mock life experiences to learn from Allows learners to apply leadership and management theory Promotes whole brain thinking and improved problem- solving skills COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 7  WHAT ARE A FEW CHARACTERISTICS OF A CRITICAL THINKER? Open to New Ideas Intuitive Analytical Observant Risk taker Resourceful Circular Thinker Insightful Willingness to take action COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS 8 RESERVED Willingness to change  MARQUIS-HUSTON CRITICAL THINKING TEACHING MODEL COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 9  ANCHORING BIAS A type of heuristic Initial source of information that is used as an anchor for the basis of decision making COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 10  HEURISTICS Use trial-and error methods or a rule-of- thumb approach to problem solving rather than set rules Practical mental shortcuts not expected to provide perfect or optimal problem solving COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 11 THE TRADITIONAL PROBLEM-SOLVING PROCESS 1. Identify the problem. 2. Gather data to identify the causes and consequences of the problem. 3. Explore alternative solutions. 4. Evaluate each alternative. 5. Select appropriate solution. 6. Implement the solution. 7. Evaluate the results. COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 12  THE NURSING PROCESS ASSESS DIAGNOSE PLAN IMPLEMENT EVALUATE ….REPEAT COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 13  SUCCESSFUL DECISION MAKERS Self-aware Courageous Sensitive Energetic Creative COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 14  FREQUENT ERRORS MADE IN DECISION MAKING No clear objective Faulty data or goal for decision gathering Failure to use Not considering science, logic, and enough empirical evidence alternatives in making decisions Faulty logic or Refusal to act “crooked thinking” Lack of self- Spending too much awareness time in a step COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 15  QUESTIONS THAT SHOULD BE ASKED IN DATA GATHERING What is the setting? What is the problem? Where is it a problem? When is it a problem? Who is affected by the problem? COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 16 QUESTIONS THAT SHOULD BE ASKED IN DATA GATHERING What is happening? Why is it happening? What are the causes of the problem? Can I prioritize the causes? What are the basic underlying issues? Areas of conflict? What are the consequences of the problem? Which of these are most serious? COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 17 IDENTIFY A POOR DECISION YOU MADE RECENTLY BECAUSE OF FAULTY DATA GATHERING... Was this poor decision made because necessary information was intentionally or unintentionally withheld from you? COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 18  DECISION-MAKING VARIABLES If we all use the same decision-making or problem-solving model and are given the same information, will we all reach the same decision? Why or why not? COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 19 INNOVATION AND CREATIVITY: CRITICAL ASPECTS OF PROBLEM SOLVING AND DECISION MAKING Sex and/or gender also plays a role in how individuals make decisions. Values, consciously or subconsciously Risk level of individual (next slide) COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 20 WHAT IS YOUR RISK QUOTIENT IN DECISION MAKING? COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 21 TO MAKE BETTER DECISIONS: Use a systematic decision- making process whenever possible. COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 22  STRATEGIES TO PROMOTE EVIDENCE-BASED BEST PRACTICE Implement and evaluate nationally sanctioned clinical practice guidelines. Question and challenge nursing traditions and promote a spirit of risk taking. Dispel myths and traditions not supported by evidence. Collaborate with other nurses locally and globally. Interact with other disciplines to bring nursing evidence to the table. COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 23 DECISION-MAKING TOOLS Decision grids Payoff tables Decision trees Consequence tables Logic models COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 24 CHAPTER 2 CLASSICAL VIEWS OF LEADERSHIP THE EVOLUTION OF LEADERSHIP THEORY Great Man theory/trait theories (1900-1940) Behavioral theories ((1940-1980) Authoritarian leader Democratic leader Laissez-faire leader Situational and contingency leadership theories (1950-1980) Interactional leadership theories (1970-present) Transactional and transformational leadership ** COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 26  BEHAVIORAL LEADERSHIP STYLES (1940-1980) Authoritarian Democratic Laissez-faire COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 27  TRANSACTIONAL LEADER (PRESENT) Focuses on management tasks Is directive and results oriented Uses trade-offs to meet goals Does not identify shared values Examines causes Uses contingency reward COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 28  TRANSFORMATIONAL LEADER (PRESENT) Identifies common values Is a caretaker Inspires others with vision Has long-term vision Looks at effects Empowers others COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 29  ARE LEADERS BORN OR ARE THEY MADE? Leadership skills can be learned, although some individuals have certain characteristics or personality traits that may make it easier for them to assume leadership roles! COPYRIGHT © 2023 WOLTERS KLUWER ALL RIGHTS RESERVED 30 DISCUSSION BOARD 1/24/2025 31