Reflective Journal Activity Entries - Research Paper Example

Reflective Journal Activity entry Everyone makes decisions whether individually, in organisations, or in a business. Decision-making involves a choice between more than one alternative. The process of arriving at a sober decision is usually well defined and free from emotional influence. In relation to the outlined decision making process, I was able to identify the problem at hand that required attention. In analyzing the decision criteria, I considered the urgency, logic and the possible results of the decision.

After considering what most important factor in my decision-making is, I developed a list of alternatives in articulating my decision. I then analyzed the alternatives according to possible outcomes and merit. I selected the best alternative suited to resolve the problem effectively and implemented it (Ethics Resource Centre, 2012, p.1). I conclusively evaluated the effectiveness of the decision in relation to the indentified problem. The model is very significant in making a sober decision. It ensured a clear identification of the problem and defined the main goal in decision-making.

It gives no room for emotional influence and focuses on rational decision. Indeed, it guarantees a systematic, logical approach and application of the best alternative. It is thus a sure way of arriving at a new or important decision in an individual or organizational setup. Reflective Journal Activity entry 2 Decision-making is a manager’s routine. This routine is subject to different challenges, approaches, and internal and external influence. In choosing my study, I considered the information I intended to use and the actual way of processing the information.

I chose to use internal and external information in the study. I intended to process the information through a logical and rational way. I did not want to involve feelings in deciding my course of action. Additionally, I sought the opinion of other employees in the organization regarding the problem at hand and possible solutions. I sought the diverse ideology of the employees in providing a different interpretation to the definition of the problem, offering a new perspective to the course of action.

This proved significant in creating new alternatives, trying new ideas, and introducing flexibility in resolving the problem. The diversity played an important role in the decision making process as it ensured inclusivity and rationality of the process. Reflective Journal Activity entry 3 Making ethical or unethical decisions have far-reaching impact on our personal lives or that of others in our organizations. This is because a business involves a lot of transactions, process and relationships with so many people.

Woiceshyn proposed an ethical decision making model based on a strategic decision making study on 16 chief executive officers. The model defines the interaction between conscious processing and subconscious processing. The interaction entails formation, recalling, and application of moral principles for a long-term business success. The model mainly contains a consistent rational egoism and features an illustration with a downsizing contemporary moral dilemma. The model recommends more research on ethical decision-making (Woiceshyn, 2011, p. 1). Reflective Journal Activity entry 4 A manager can make decisions either in a certain, risky or uncertain condition.

In a certainty condition, outcome of various alternatives are certain while in a risky condition, outcomes are estimates. However, in an uncertain condition, managers are not certain on the probability of outcomes on various alternatives. Under uncertain conditions, managers should analyze the amount information they possess for making a decision. They should also maximise the maximum possible payoff to minimise regrets. They should equally follow a well-defined ethical decision making model and devise an elaborate plan to minimise the uncertainty, integrate, and coordinate the course of decision-making.

They should also shun emotional influence and embrace diverse ideas from fellow managers and company employees. This will ensure openness, enrichment, creativity, and flexibility in resolving the problem. Managers should also institute impartial leadership and better ways of evaluating alternatives. They will similarly need to control emotions while approaching any decision. Conclusively they ought to minimise anxiety and remain focused on the issue at hand. Anxiety leads to negative effects and premature concurrence in a decision-making group.

When under negative effect, people are not strategic in gathering and evaluating information. Anxiety affects the processing of information, leads to excessive risk taking, and deflects the attention of a decision taker. Concurrence seeking tends to converge and enhance mutual agreements among problem solving groups. Group thinking on the other hand relates to the collective rationalization of information, and self-censoring of information. Hence, emotions affect the decision-making treads of both groups and individuals (Chapman, 2006, p.1391-1404).

Works Cited Chapman, J 2006, Anxiety, and defective decision-making: an elaboration of the groupthink model2006, Viewed 9 March 2012, Ethics Resource Centre 2012, The Decision Making Process 2012, Viewed 9 March 2012, < http://www.ethics.org/resource/plus-decision-making-process> Woiceshyn, J 2011, A Model for Ethical Decision Making in Business: Reasoning, Intuition, and Rational Moral Principles 2011, Viewed 9 March 2012, < http://philpapers.org/rec/WOIAMF>