Reference no: EM133487833

Homework I: Rational Model- Criminal Justice

Your text describes the assumptions associated with the rational model. Given those assumptions, identify a decision opportunity that will be beneficial in using this approach and discuss why.

In the bounded rationality model, Herbert Simon indicates that managers often choose to satisfice. Give an example of a decision opportunity in which it would be better to satisfice rather than optimize, and explain why.

In the Z model, Isabel Briggs Myers indicates that the final step involves weighing the impact. She indicates that you use feeling to determine how people involved will be affected by your choice. Analyze a decision in your own organization in which "weigh the impact" was taken into consideration. What was the result of the decision, in terms of effectiveness? Conversely, identify a decision that did not take this factor into consideration; what was the outcome? Is "weigh the impact" an important consideration to better decision making?

Homework II: Eight Steps for Decision Making

You are the commanding officer of your division. You notice that a personality conflict has arisen between your Lieutenant and Sergeant. Communication is being filtered to fit their individual agendas. This tension is diminishing the efficiency and effectiveness of your overall operation. The lack of cooperation is dividing loyalties under your command.

Students will work through the following steps:

I. Step I: Problem Statement

Your task is to develop a clear, accurate, and brief problem statement that answers the following questions:

Question A. What is the problem?
Question B. How do you know there is a problem?
Question C. Where has the problem occurred?
Question D. When has the problem occurred?
Question E. Who is involved in or affected by the problem?
Question F. What are the risks if the problem isn't addressed?

Use opportunities to be specific in creating urgency for an intervention.

II. Step II: Frame the Objective

Identify the objective of the decision. In other words, what are you seeking to achieve with your decision?

III. Step III: Research the Problem

Involves gathering data as to why the problem occurred. This requires you to go on a fact-finding mission. Identify what sources of information will assist you in developing causes and sub-causes of the problem. Researching root cause may require not only identifying surface symptoms, but also hidden or unexpected contributors to the problem. Use a "fishbone diagram," of which there are many examples found on the internet.

IV. Step IV: Analysis

This step requires you to make an analysis amongst possible choices that will address the problem. List and briefly describe the possible alternatives which are available to you. Identify and describe the criteria which will be important factors in helping you reach a decision. Create a criteria matrix which lists both your alternatives and important decision-making factors to consider. Weight the criteria to help you prioritize your dimensions for success by giving emphasis where needed. Finally, rate the alternatives by assigning scores to each alternative against your criteria. By doing so, you will give the reader insight into your decision-making analysis.

V. Step V: Make the Decision

From the data in your decision matrix developed in Step 4, select your choice and further develop/advocate for the option selected. Articulate if your selection was based on the need to optimize or satisfy and explain why.

VI. Step VI: Implementation

Develop a plan of action, roles, and responsibilities. Identify each step in your implementation process, along with who is doing each task. Ensure that you designate a time window for tasks to be completed. Put your implementation process into a table, grid, or schedule.

VII. Step VII: Gather Feedback

Once the decision is made, feedback concerning the outcomes is vital to determine success or a missed opportunity. How would you solicit and assess feedback?

VIII. Step VIII: Assessment

Follow up and make an appraisal of actions taken. What are your thresholds for success or failure? Do they measure the criteria you identified in Step Four? Did you consider enough alternatives as well as use appropriate criteria? Did your decision fail to anticipate risk factors or consequences? Was your implementation process incomplete? When results are not as anticipated, you may have to revise components of the process and repeat the steps. What would you do differently?