Posted: November 25th, 2015

Response to others

Response to others

Response: This chapter was very thought provoking because it defined several different decision making processes. I identified with all of the process in some way but the one that I thought was the most descriptive of managers that I know was the Intuitive Decision Model. I have been in meetings with senior leadership of my department lately at which they used the more Systematic thinking model. They were able to take their time and gather the information that they needed to make an informed decision. In the intuitive model, the decision makers have to be more flexible and spontaneous, they have to be able to think more on their feet in riskier situations.  I also agree with the chapter when it says that the key to effective decision making is knowing when to use the different decision making methods and knowing how to use them well.

Steve wrote………………………I also agree with the chapter when it says that the key to effective decision making is knowing when to use the different decision making methods and knowing how to use them well. Intuitive Decision Model. Systematic thinking model.

Question: Please provide examples of when you would use either of the two decision making models?

Response:  I agree with you this chapter is very thought provoking, I noticed that you mentioned that you have witnessed managers in the past use the intuitive decision model in the recent past. I can say that as a line level supervisor I have seen supervisors above me conduct this thinking process in a number of occasions. In the field that we work, we use the intuitive thinking model on a daily basis. For instance when dealing with any subject on our properties we look at it as positive contact in the beginning unless otherwise deemed negative before contact has been made. Meaning if you are sent on a call for service or witness the subject commit a crime. If you make contact with a subject and feel that interaction could possibly turn negative before collecting all the information that is needed due to the look of the situation, this will make you take the proper precautions before making contact with that subject or group of subjects. If you feel that the contact will be positive or vary minimal chance to turn negative it is not a need to make those precaution measures. This is a method of intuitive thinking model that most individuals in the security and law enforcement field face on a day to day basis. The issue is not all the time will the contact be what you thought it would as you make contact, there are times when you don’t take those precaution’s before first contact and it ends up being needed and then there are those times when you take those precautionary methods and they are not needed. It can be hard to find the time to make a more systematic decision before making that contact in the field; however, when we are not in a field setting making decisions on a systematic model can help to come to a more reasonable conclusion.

Phillip wrote……………….I can say that as a line level supervisor I have seen supervisors above me conduct this thinking process in a number of occasions. In the field that we work, we use the intuitive thinking model on a daily basis.

Question: how could your organization improve their decision making process?

Response: Phillip, good post. When I made my initial post it occurred to me that the staff who I was thinking about in reference to the Intuitive Model were all staff who were in contact with offenders on a daily basis. When I was thinking about the staff who were using the Systemic Model, they were all of the upper management level. It’s interesting because my level of management is directly in the middle between the line level managers and the administrative level managers so I use both methods on a daily basis. When I’m in meetings with the upper management staff, they are usually making policy level decisions and they can take their time and really think about things. When I’m interacting with my direct reports, we are making a lot of decisions that are intuitive but also based on policy.

Steve wrote……………………When I’m in meetings with the upper management staff, they are usually making policy level decisions and they can take their time and really think about things. When I’m interacting with my direct reports, we are making a lot of decisions that are intuitive but also based on policy.

Question: in regards to communicating within your organization why do you think downward communication is much more prevalent than upward communication in security organizations? Please explain.

DQ RESPONSE:

Please describe some language patterns that have developed at your workplace. Why do language patterns develop in organizations? Is having a language pattern in the workplace ever dangerous? Explain.

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