Posted: July 25th, 2023

IHP 670 Module Two Activity

IHP 670 Module Two Activity Guidelines and Rubric

Overview

Making decisions is at the core of management. To make rational decisions, a manager or an individual must gather as much information as possible about various options and their potential

consequences. Before making an important decision, one should evaluate the situation and take steps to prevent falling into decision traps. There can be several traps in decision making, such

as overconfidence, a lack of keeping track, or a failure to conduct a decision process audit.

In this activity, you will identify one recent professional situation or problem that required making a decision. The decision could have been posed to a group you were a part of, or it could have

been one you made alone. For example, you and your department must decide whether to change the way patient rounds are conducted due to multiple staff reporting burnout in recent

weeks. Since you may be using an actual professional or personal scenario, be sure to avoid sharing any personal or confidential information in your submission to protect others’ privacy, such

as names of people, places, and designation.

Avoid using a project-related situation or problem; projects require multiple decisions and are dependent on several other factors. If you do not have a professional decision example to

analyze, you may use personal experience instead, such as choosing a degree or certification program or buying a car or house.

This activity will help you understand your decision-making habits, which will help you complete the course project. There are no right or wrong answers to this assignment.

If you need writing support, you can access the Online Writing Center through the Academic Support module of your course.

Prompt

Complete the Module Two Decision Analysis Worksheet, and then reflect on your learnings and respond to the items in the prompt below in a separate document. You will need to submit both

the completed worksheet and your reflection.

Specifically, you must address the following rubric criteria:

1. Decision-Making Issue or Problem:Decision-Making Issue or Problem: Describe the issue or problem requiring a decision that you have selected to analyze. Do not state the decision that was or is being made to

solve the issue or problem.

2. Analysis of an Issue or ProblemAnalysis of an Issue or Problem: Analyze the issue or problem and its potential solutions using your completed Module Two Decision Analysis Worksheet to support your analysis.

Substantiate your claim by citing a minimum of one professional source.

3. Decision TrapsDecision Traps: Using the list provided in the Module Two Decision Trap document as a guide, discuss the specific decision trap(s) you and/or your partners encountered during the

decision-making process and the impact of those traps on the decision. Consider the following question to guide your response:

How could you or your partners have avoided any of the traps you fell into?

4. Synopsis of Learning:Synopsis of Learning: Summarize how critical analysis and evidence-based decision-making principles influenced your decision making for your selected problem. Consider the

following question to guide your response:

What role do critical analysis and evidence-based decision-making principles play in program planning?

Note that all the claims in your deliverable should be evidence based. Your citations should be from your independent search for evidence (not from the scenario, textbook, or module

resources) of credible sources and be current within the last five years. You are required to cite a minimum of one source overall. Refer to the Shapiro Library Guide: Nursing—Graduate

located in the Start Here section of the course for additional support.

What to Submit

Your submission should include a 2- to 3-page Word document with your reflection, as well as your completed Module Two Decision Analysis Worksheet. For the reflection, include a title page.

Use 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style.

Supporting Materials

The following resources support your work on the assignment:

Worksheet: Worksheet: Module Two Decision Analysis Worksheet Word Document

You will use this worksheet to complete your Module Two activity. Respond to all the questions in the worksheet, and submit it, along with your reflections on the learning.

Document:Document: Module Two Decision Traps Word Document

You will use this support document to learn the definition of each of the 10 traps, which will help you in completing this activity.

Module Two Activity Rubric

CriteriaCriteria ExemplaryExemplary ProficientProficient Needs ImprovementNeeds Improvement Not EvidentNot Evident ValueValue

Decision-Making IssueDecision-Making Issue

or Problemor Problem

N/A Describes the issue or problem

requiring a decision that has

been selected for analysis

(100%)

N/A Does not attempt criterion (0%) 20

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https://learn.snhu.edu/d2l/le/content/1339861/viewContent/25604254/View 7/14/23, 6:02 AM Page 1 of 2

Analysis of an Issue orAnalysis of an Issue or

ProblemProblem

Exceeds proficiency in an

exceptionally clear and

insightful manner, using

industry-specific language

(100%)

Analyzes the issue or problem

and its potential solutions using

the completed Module Two

Decision Analysis Worksheet to

support the analysis (90%)

Shows progress toward . IHP 670 Module Two Decision Analysis Worksheet
Use this decision analysis worksheet to analyze your chosen issue and the decision being made to resolve it. For each question in the worksheet, briefly share your experiences or observations related to your chosen issue or the decision being made. Please limit your response for each question to no more than one paragraph.

To use this worksheet, replace bracketed text with relevant information.

Decision Analysis Questions

Experience/Observation

Describe the issue or problem that required a decision.

[Insert text.]

What bias could be put on the question? In other words, what aspects of the situation can be ignored or assumed?

[Insert text.]

What criteria can be used to measure success?

[Insert text.]

What experiences can be used in thinking about this issue?

[Insert text.]

What metaphors, if any, can be used in thinking about this issue?

For example: “Don’t throw the baby out with the bathwater.”

[Insert text.]

Why might you or your group think about this issue or problem the way you do?

[Insert text.]

What does your frame/perspective of the issue emphasize?

[Insert text.]

What does your frame minimize?

[Insert text.]

How might others in a similar setting or industry think differently about this question from the way you do?

[Insert text.]

What slogan might best summarize your frame/perspective?

For example: First come, first served.

[Insert text.]

What decision-making format did you use? (Committee? Survey? Something else?) . IHP 670 Module Two Decision Traps
Use this list of different types of decision traps to help you share your experience or observations related to the decision that was or is being made for your chosen issue in the Module Two Activity.

Plunging in: beginning to gather information and reach conclusions without first taking a few minutes to think about the issue

Frame blindness: setting out to solve the wrong problem because you have already created a mental framework for your decision; this framework causes you to overlook the best options or lose sight of important objectives

Lack of frame control: failing to consciously define the problem in more ways or being unduly influenced by the frames of other individuals

Overconfidence in your decision: failing to collect key factual information because you are too sure of your assumptions and opinions

Shortsighted shortcuts: relying inappropriately on rules of thumb; implicitly tracking the most readily available information and anchoring on convenient facts

Shooting from the hip: believing that you can keep straight in your head all the information you have discovered and therefore “winging it” rather than following a systematic procedure when making the final choice

Group failure: assuming that with many smart people involved, good choices will follow automatically and, therefore, failing to manage the group decision-making process (this process is also known as “group think”)

Fooling yourself about feedback: failing to interpret the evidence from past outcomes for what it really says—either because you are protecting your ego or because you are tricked by hindsight effects

Not keeping track: assuming that experience will make its lesson available automatically and failing to keep systematic records to track the results of your decisions

Failure to audit your decision process: failing to create an organizational approach to understanding your own decision making, so you remain constantly exposed to all the other nine decision traps

Reference
Olivant, J. (2017, November 14). Decision traps: Ten barriers to brilliant decision making. Business Coaching Hull East Yorkshire. https://www.johnolivant.com/2017/11/14/decision-traps-ten-barriers-to-brilliant-decision-making

Module Two Decision Analysis Worksheet

Decision Analysis Questions

Experience/Observation

Describe the issue or problem that required a decision.
The issue at hand was the need to reevaluate the current patient rounds process in our department due to multiple staff members reporting burnout in recent weeks. The existing method of conducting patient rounds seemed to contribute to the high levels of stress and exhaustion among the staff.

What bias could be put on the question? In other words, what aspects of the situation can be ignored or assumed?
In this scenario, one potential bias could be assuming that the burnout issue is solely caused by the patient rounds process. Other factors, such as workload distribution or organizational culture, could also contribute to staff burnout. Ignoring these additional factors may result in an incomplete analysis of the problem.

What criteria can be used to measure success?
The success of any changes made to the patient rounds process can be measured by several criteria, including improved staff satisfaction and reduced reports of burnout, increased efficiency in completing rounds, enhanced patient care and safety, and better communication and collaboration among team members.

What experiences can be used in thinking about this issue?
Experiences related to the existing patient rounds process, staff feedback and concerns, previous attempts to address burnout or improve workflow, and successful strategies used in similar healthcare settings can be valuable in considering and addressing this issue.

What metaphors, if any, can be used in thinking about this issue?
One possible metaphor that can be applied to this issue is “reshaping the puzzle.” The current patient rounds process can be seen as a puzzle with several interlocking pieces. By reshaping certain aspects of the process, we aim to create a better fit and alignment between the needs of the staff, patients, and the organization as a whole.

Why might you or your group think about this issue or problem the way you do?
Our perspective on this issue is influenced by the desire to improve staff well-being and the quality of patient care. We recognize the impact of burnout on both individuals and the overall functioning of the department. By addressing the patient rounds process, we believe we can alleviate some of the stressors contributing to burnout and create a more supportive work environment.

What does your frame/perspective of the issue emphasize?
Our frame or perspective emphasizes the need for a comprehensive and holistic approach to address the issue of staff burnout. We recognize that changes in the patient rounds process alone may not fully resolve the problem. Therefore, we aim to consider various factors and potential solutions beyond the immediate process modification.

What does your frame minimize?
While our frame acknowledges the importance of modifying the patient rounds process, it may inadvertently minimize other influential factors such as workload distribution, organizational policies, and individual coping strategies. It is essential to remain aware of these potential factors and address them alongside changes to the rounds process.

How might others in a similar setting or industry think differently about this question from the way you do?
Others in a similar setting or industry might focus primarily on the efficiency and speed of patient rounds, prioritizing throughput and minimizing interruptions. They may not place as much emphasis on staff well-being and the potential long-term consequences of burnout. Their decision-making process might prioritize operational efficiency over staff satisfaction and patient outcomes.

What slogan might best summarize your frame/perspective?
A suitable slogan that summarizes our frame/perspective could be “Enhancing Care through Empowered Teams.” This slogan reflects our commitment to improving patient care by fostering a supportive work environment that values and prioritizes the well-being of healthcare professionals.

References:

Olivant, J. (2017, November 14). Decision traps: Ten barriers to brilliant decision making. Business Coaching Hull East Yorkshire. https://www.johnolivant.com/2017/11/14/decision-traps-ten-barriers-to-brilliant-decision-making

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