ueclslons declslons declslons

We keep maklng declslons keep posLponlng

declslons someLlmes [ump Lo declslons and
someLlmes slL on declslons someLlmes are
faced wlLh Lough declslons and someLlmes we
delegaLe declslons 8uL declslons are parL of
llfe more so lf you are deslgnaLed as nurse
Manager your [ob descrlpLlon
@ l An LllLC@IL
MAnACLMLn@
tRI1ItAL 1HINKINO
PROBLEM SOLVINO
DEtISION MAKINO
IRITIIAL THIXRIXB
Thinking about your thinking whiIe you're
thinking in order to make your thinking
better.
(PauI, 1992)
reflecLlve Lhlnklng as more
complex Lhan declslon
maklng
Cogn|t|ve and affect|ve component
urposefu| outcome d|rected
th|nk|ng based on a body of sc|ent|f|c
know|edge der|ved from research and other
courses of ev|dence
A good cr|t|ca| th|nker |s the one who exam|nes
dec|s|ons from a|| s|des and takes |nto account
vary|ng po|nts of v|ew
A|ways asks the quest|on why?
f sLudenLs wlll be
LaughL how Lo
reason lnslghLfully
Lhls wlll ellmlnaLe
Lrlal and error and
wlll arrlve quallLy
declslons
CrlLlcal @hlnklng Lxerclse
@he followlng evenLs occurred aL 630 pm on a surglcal
unlL As Lhe charge nurse whlch acLlon could be
delegaLed Lo oLhers lf Lhey are avallable?
1 A famlly member aL desk complalnlng abouL care
and demandlng Lo see Lhe nurse ln charge
2 A physlclan walLlng ln paLlenL's room for
asslsLance ln performlng a dlfflculL and complex
dresslng
3 @he unlL secreLary Lold you LhaL a paLlenL has
called for hls paln medlcaLlon
4 A paLlenL walLlng for you ready for admlsslon
3 ?ou have noL had your dlnner break
@he followlng evenLs occurred aL 630 pm on a surglcal
unlL As Lhe charge nurse whlch acLlon could be
delegaLed Lo oLhers lf Lhey are avallable?
1 A famlly member aL desk complalnlng abouL care
and demandlng Lo see Lhe nurse ln charge
2 A physlclan walLlng ln paLlenL's room for
asslsLance ln performlng a dlfflculL and complex
dresslng
3 @he unlL secreLary Lold you LhaL a paLlenL has
called for hls paln medlcaLlon
4 A paLlenL walLlng for you ready for admlsslon
3 ?ou have noL had your dlnner break
RBBLEH SBLYIXB
s an acLlve process LhaL sLarLs wlLh a problem
and ends wlLh a soluLlon
ConslsL of 3 sLeps
1 denLlfylng Lhe problem
2 CaLherlng analyzlng daLa
3 CeneraLlng alLernaLlves
4 elecLlng and acLlon
3 LvaluaLlng Lhe acLlon done
@hlnk loglcally
o not overgenera||ze because A has a
parLlcular characLerlsLlc every A has Lhe same
characLerlsLlc
Aff|rm|ng the consequencef 8 ls good and he
or she ls dolng A Lhen A musL noL be good
Argu|ng from ana|ogybecause A ls presenL ln
8 and A 8 are allke ln all respecLs
denLlfy Lhe problem
ueflne b[ecLlves Clearly
people ofLen g ahead ln problem solvlng
process wlLhouL flrsL deLermlnlng Lhelr goal
Llme Lo pause reflecL for a momenL
CaLher daLa carefully
earn how Lo process accuraLe lnformaLlon
CeneraLe alLernaLlves
CreaLer alLernaLlves greaLer chance of a
sound declslon bralnsLormlng
W Choose and AcL declslvely
Always re evaluaLe declslons
Chooslng a parLlcular course of acLlon
WebsLer Lo [udge or seLLle
Conslderlng and selecLlng lnLervenLlons from a
repeLolre of acLlons LhaL faclllLaLes Lhe
achlevemenL of a deslred ouLcome
(adner eLal 2006)
OCIS
?ou are Lhe nlghL shlfL carlng
for Mr @an Pe ls scheduled
for a pacemaker lnserLlon
Lomorrow PosplLal pollcy
sLaLes LhaL no vlslLor may
sLay a paLlenL aL nlghL
unless Lhe paLlenL ls
crlLlcally lll @he wlfe ls
requesLlng LhaL she should
sLay wlLh her husband so as
Lo lessen Lhe anxleLy LhaL
her husband would
experlence
WhaL are Lhe lndlvldual varlaLlons ln
declslon maklng?
IALUS lnfluence
percepLlons
LIIE EXPERIENtE
Lhe more maLure Lhe
more alLernaLlves he can
ldenLlfy
INIIIUAL NC
courage senslLlvlLy energy
creaLlvlLy
ood
outcomes
ec|s|on
mak|ng
Cr|t|ca|
th|nk|ng
Cr|t|ca|
th|nk|ng
uLCn MAknC @ Anu
@LCPnC?
1 uLCn MAknC Cu
useful when chooslng from
2 cholces eg uecldlng a meLhod
of care
1 rogram LvaluaLlon and
revlew @echnlque(L@)
@lmlng declslons
8oozAllen_PamllLon org
3 uLCn MAknC @LL
Can be useful ln maklng
alLernaLlves eg Plrlng reg or Lemp
employees
Iroom assoclaLes
4 CAnn@ CPA@
useful Lo lllusLraLe a pro[ecL
form Lhe beglnnlng Lo end