The term and theory Recognition Primed Decision is a model that identifies how people make decisions. In 1985, a psychologist named Gary Klein developed the recognition primed-decision making model in order to describe how people in natural settings make decisions based on recognized cues (Decisionmakingconfidence.com, 2017). The reason and suggested rationale to why the Recognition Primed Decision-Making model is instinctively utilized by people in certain situations are because of its mental processes to make swift decisions through intuition. In subsequent research, Klein found that army officers use intuition in 96% of planned decisions, Naval commanders use intuition in 95% of planned decisions, and Commercial air crews and managers in This process is a natural cognitive phenomenon called the Recognition Primed Decision Making Process that is widely adopted by fire ground commanders and companies to execute actions by recognized patterns. These patterns identify relevant cues, deliver expectancies, identify goals and suggest types of reactions in familiar situations (Johnson, 2012). In the fire service, there are two ways that are the usual basis for making decisions. The first way is the “Natural” method, which is the Recognition Primed Decision Making model (RPD) and the other way is a “Classical” method or the Classical Decision Making model (Johnson, 2012). The classical method is a model that takes sequential steps before a resulting decision is made. The classical method steps are as followed by identifying the problem, analyzing the problem, generating possible solutions, analyzing pros and cons from possible solutions, identifying the best possible solution, gathering input from all outside sources to the best possible solution, and implementation of the solution (Johnson, 2012). The classical method in the fire service is indeed useful when there is ample time and resources available, however, when a quick decision is needed, the RPD model is very effective because it quickly identifies a problem, devises a solution, and makes a quick decision
Military leaders make decisions and solve problems every day. Some need a decision quickly while others can take time. The US Army has several decision-making methods to assist leaders. The Army Problem Solving Model (Process) (PSM) is a systematic approach to identifying the best possible solution to an issue or problem and a deliberate method of decision-making (FM 6-0, 2009). Leaders use it to solve a problem when time is not critical and they can put some thought into different solutions. The solution must be objective and based on facts in order for the decision to be relevant and practical. The Rapid Decision Making and Synchronization Process (RDM) is a decision-making and synchronization technique typically used during the execution phase of an operation (FM 5-0, 2010). Besides its use during execution, this style of decision making is quick and focuses on the ability to modify the plan, due to changing circumstances, and synchronize those changes with subordinate elements. Determining which method to apply requires an understanding of the similarities and differences of both techniques.
In order to address the above components, five decision making steps have to be put in place, these are; being attentive, being intelligent, being reasonable, being responsible, and being reflective. The first step, being attentive, involves evaluating the whole situation and coming up with the data and information about the problem at hand. In so doing the following questions are viewed; what facts to bear in mind, what direction to take so as to get the expected solution, and what is the main issue to work on. In the second step, being intelligent, the information is clearly studied to determine whether the collected data is revealing the correct details concerning the problem. Determine the stakeholde...
In everyday real life situations, one keeps on making various decisions depending on a number of factors. Thus, decision-making is an integral tool in human life, and one cannot avoid it. In view of this, experts report that individuals make use of varying decision-making models to arrive at a decision that suits them. Here, the writer presents four decision-making models, namely the classical, behavioral, satisficing, and optimizing models.
Dual-process models provide an attempt to describe how a phenomenon of two different mental processes, conscious and unconscious play a role in everyday decision making. The field of psychology has seen the development of numerous amounts of dual-process models over the
Identification of the problem-Herein lies the crucial first step in the Army’s Problem Solving Process. Initially a leader must determine the totality of the given situation, determine where the problem originated, and determine the “Who, What, When, Where and Why” answers to the source of the problem. Gathering of information-This step in the process is the most fluid. Understanding the problem at the user level is critical; therefore, defining the problem in this process is mandatory to ensure that everyone involved understands every facet of the problem statement. Development of criteria-While defining criteria to solve a problem, Army officers form two subsets; a screening set and an evaluation set. The screening set of criteria are parameters set by the leadership attempting to solve a problem to ensure the result of the decision made is a manageable success. The evaluation criteria consists of five validating elements. The elements of the evaluation criteria are; a short title; well defined; and the criteria must be of a standard unit of measure. Additionally, the problem solver must establish a benchmark that allows, the problem solver, to
There are many instances when we have to be able to make decisions in an instance. Malcolm Gladwell’s nonfiction publication, Blink: The Power of Thinking without Thinking, highlights the psychology behind these split-second reactions. Throughout the book, Gladwell explains how these split-second decisions could actually be more effective than the ones that are carefully planned out. The theory of “thin-slicing”states that knowing less information about a topic can allow you to make a better decision. Gladwell uses many real life examples to show how we can interpret each other.
Leaders today need to have an appreciation for the operation process, understand a situation, envision a desired future, and to lay out an approach that will achieve that future (Flynn & Schrankel, 2013). Plans need to be created that can be modified to changes in any factors considered. However, plans should not be dependent on specific information being precise or that require things to go exactly according to schedule. Instead, the staff NCO should be flexible where they can and always be prepared for the unexpected. Today’s military members are fighting an unconventional war in Iraq and Afghanistan. The enemy constantly changes their tactics, techniques, and procedures (TTP’s) to counter the United States technological advances, making planning very difficult for leaders. There are multiple tools at a staff NCO’s disposal to try to anticipate an outcome of a current operation, but also assist with the development of concepts in follow-on missions. The Military Decision Making Process (MDMP) is just one tool a staff NCO can utilize. In order to stay ahead of the enemy, create effective plans and orders, it is critical for a staff NCO to assist the commander, and understand that the MDMP and planning are essential in defeating the enemy and conserving the fighting force.
Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision making and Synchronization Process. (C100)
This research topic is originated from my experience in working in the fire service since nineteen ninety seven. In the last sixteen years I have moved up the ranks from probationary fire fighter to fire lieutenant. I am currently hold the rank of fire lieutenant. This topic is very important to me because one day at work I can be the Incident Commander on a incident, to the o...
Many of the decisions one makes are heavily based on bias, past experience, peer pressure or wrong ideas. Decision making is a complicated algorithm that is affected a lot by the subconscious or peer pressure, although one is fully in charge of his decisions, study shows one’s decision is strongly distorted.
When it comes to the reasoning and problem solving of any issue there are various ways to come to a decision; thinking is the mental process that allows the people in the world to deal with it effectively, according to set goals, plans, ideas, and desires. Thinking involves the gathering of information that forms concepts and engages in problem solving, reasoning, and making precise decisions for the benefit of whom is concerned. Thinking according to Kirby and Goodpaster (2007),"is an internal mental process that uses information as input, integrates that information into previous learned material and the result may be knowledge or may be nothing". Creative thinking, logical thinking, and persuasive thinking are three types of thinking. Each of these types of thinking affects the critical thinking process in various ways. The three thinking types will be compared and contrasted, as well as applied to affects they have in the critical thinking process. Every person has a primary style of thinking that is used most to help in his or her decisions. Finally, critical thinking will be applied to the decision making process by using workplace examples.
Most theories accept the idea that decision-making consists of a number of steps or stages such as improving creativity, critical thinking skills, and problem solving techniques. It is well recognized that routine cognitive processes such as memory, reasoning, and concept formation play a primary role in decision-making (Decision-Making 2015).
“Decision making is a process of first diverging to explore the possibilities and then converging on a solution(s). The Latin root of the word decision means "to cut off from all alternatives". This is what you should do when you decide.” (Kotelnikov, 2008). In fact, the decision making process helps reduce doubt and uncertainty about alternative choices to allow individual to choose the best reasonable choice. In addition, the decision making process can make the difference between a successful and an unsuccessful organization. Consequently, management tries to use the best techniques and tools possible to make the best decision. Nowadays, most organizations seem to think that they have the most effective and efficient decision making process. So what are the different styles of decision making processes have organizations implemented? In order to answer this question, the team members will investigate and observe the decision-making processes most prevalent in their organization. As a result, these papers will first compare and contrast the problem identification and formulation styles in the team members’ organizations. Then the most favorable aspects of each style will be discussed to describe a process by which a problem can be identified and described to stakeholders in a manner that is sensitive to their perspective.
Effective decision making involves the ability to identify consistently and select the best choice among multiple options. This is true both personally and professionally. For the decision making process one may use a decision making model. A decision making mo...
Decision making is one of the most important aspects in life and work because of its strong link to success and effectiveness. Actually, successful people achieve their goals in life and work through effective and efficient decision making. The decision making process is usually guided by an individual’s beliefs, values, and attitudes as well concepts. While a person can use various concepts in making decisions, they should be very careful to select a concept that is effective and contributes to huge success. Nonetheless, these concepts exist to help an individual become a better decision maker in the world around him/her.