Case Presentation and Decision-Making Skills
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CASE ANALYSIS
Case analysis is one of the most general and applicable methods of analytical thinking, depending only on the division of a problem, decision or situation into a sufficient number of separate cases.
Basically, the case analysis method calls for a careful diagnosis of an organizations current conditions (as manifested by its external and internal environments) so that appropriate strategic actions can be recommended.
A leader must be able to:
identify the problem(s) in the situation presented in the scenario
develop and compare alternative solutions to the problems
consider the advantages and disadvantages of various possible solutions
select the best solution and make recommendations for action
A case analysis will also evaluate how a person thinks, how he/she structures a problem, and the ability to conceptualize, draw clarity from ambiguity, form views, and make recommendations.
DECISION-MAKING SKILLS
Decision making is an essential leadership skill. If you can learn how to make timely, well-considered decisions, then you can lead your team to well-deserved success. If, however, you make poor decisions, your time as a leader will be brutally short.
Decision making, the process of selecting one course of action from alternatives, is a continuing responsibility of nurse managers.
Decision making relies on the scientific problem-solving process: identifying the problem, analyzing the situation, exploring alternatives and considering their consequences, choosing the most desirable alternative, implementing the decision, and evaluating the results.
DECISION-MAKING PROCESS
Identifying the Problem
Sometimes the problem seems obvious and can be dealt with routinely.
Other times the problem may be the cause of an underlying condition.
Analyzing the situation
This step is focused on identifying the cause of the problem.
Many times the leader is only concentrating on the symptom instead of the problem, the difficulties will arise.
Explore the Alternatives
There are usually a number of ways to solve a problem.
Some may be quick and economical but less effective than their alternatives.
Others may be more effective but less economical.
If various alternatives are not explored, the course of action is limited.
Choose the Most Desirable Alternative
The number and quality of alternatives depend largely on the creativity and productivity of managers and their staff.
Eagerness to reach a decision may lead to premature solutions; on the other hand, considering only a few alternatives in haste blocks good decisions.
Avoidance of the real problem, insufficient data, early statement of attitude by a status figure, mixing of idea generation and idea evaluation, lack of staff commitment because the superior who makes the decision does not implement it, and decisions made by large groups also interfere with reaching effective solutions.
One alternative is not always clearly superior to all others, but the leader must be able to weigh the pros and cons of all the alternatives and choose the one with the most benefit for the majority of the population.
Implement the Decision