The wishful thinking relating to the possible uprising among the military and population of Cuba was faulted. Planners were guided by the assumption that the invaders would fade into the mountains in the form of guerilla operations (Blight & Kornbluh, 2007)
They created a plan, which was not fully thought through and cost them dearly: global embarrassment. They led to the destruction of the communist threat, which was close to the shores, eventually making the government and CIA look incompetent (Craughwell & Phelps, 2008)
Apart from Schlesinger, each member had serious concerns. However, they assumed that all members had approved the plan to invade; this led to the massive failure (Higgins, 2009)
Groupthink is, in basic terms, "a phenomenon that occurs when the desire for group consensus overrides people's common sense desire to present alternatives, critique a position, or express an unpopular opinion" (Mind Tools, 1996). Groupthink is detrimental to the process of decision-making because it drives out challenge, giving rise to poor-quality decisions (Bazerman & Don, 2008)
Studies have shown "that whether an individual or group should make decisions depends on the type of task involved" (Nelson & Quick, 2012). To this end, it becomes apparent that group decision making is better-suited to the performance of tasks that either require new ideas to be generated or that call for the evaluation of situations of a highly uncertain nature (Band & Partridge, 2001)
Other instances that would favor individual decision making include; i) when a decision has to be made urgently, ii) when a decision is entirely based upon the unique skill of one particular specialist, iii) when confidentiality is key, and any divulgence of information could impact negatively on the organization, and iv) when an individual has a responsibility to make the final decision - for instance, a departmental head, or chief executive officer (Band & Partridge, 2001). Despite the apparent role-division between the two forms of decision making, empirical research indicates that group decision making outperforms individual effort, and yields solutions that are of higher quality than the average of individual solutions (Bazerman & Don, 2008)
It ought, therefore, to be taken seriously by every organization, regardless of its size and structure. Studies have shown "that whether an individual or group should make decisions depends on the type of task involved" (Nelson & Quick, 2012)
Cuba Crisis Decision making during the missile crisis involved sequential choice over an array of non-competing courses of action, the act of making decisions led to the discovery of goals, and the decision makers were more concerned with avoiding failure than achieving successes." (Anderson 1983-page 201)
Kennedy, he states that he met with Ambassador Dobrynin of the Soviet Union several times during the days of the crisis and that Dobrynin repeatedly assured him that, "there were no missiles in Cuba; that this is what Kruschev had said, and, as far as he knew, there were still no missiles in Cuba." (Kennedy 1969-page 51)
decision making in the Cuban missile crisis typically focused on how officials calculated tradeoffs between available options." (Sylvan 1992-page 7)
The final step entails intensification ones ego to permit them to carry out the plan. After putting into practice the plan of action, it is good practice to follow up on the circumstances to evaluate whether ones actions had the predictable effect and results (Forester-Miller and Davis, 1996)
The affect heuristic refers to the phenomenon of when a word or a phrase summons up an extremely strong emotion with little provocation. "Researchers have found that if we have pleasant feelings about something, we see the benefits as high and the risks as low, and vice versa" (Giesler 2013)
The call from a larger company in the industry definitely had my interest. Decision Making Process -- An Analysis The most valuable lesson learned from the text what the perspective on decisions being much more strategic and long-term than they initially appear (Bateman & Snell, 2010)
I also considered the strategic implications of how an entirely new group of people incouding a new boss would need to be managed. Often the most strategic aspects of a new position are people-based, not necessarily role- or salary-based (Harrison, 1996)
" But now in the 21st century, it has become clear that advanced directives are not working as they were once hoped to work. The fact that these advanced directives have not performed the way they were hoped means that a greater communication between healthcare workers and family members is vital (Ahrens & Kollef 2003)
Without an adequate practice environment and a paucity of education on the topic, nurses are often left to deal with end-of-life care decisions on their own. This can greatly affect their job satisfaction as well as their overall success at their job (Beckstrand & Kirchhoff 2005)
End-of-Life Decision Making End of life decision-making and the role of the Advanced Practice Nurse Description of the Ethical Issue: End-of-life decision making has gone through some great changes in the last 50 years. These changes have to do with societal attitudes about death, dying and healthcare at the end of a person's life and how they have evolved due to new innovations in healthcare -- technological, pharmacological, and surgical innovations (Daly 2006a)
End-of-Life Decision Making End of life decision-making and the role of the Advanced Practice Nurse Description of the Ethical Issue: End-of-life decision making has gone through some great changes in the last 50 years. These changes have to do with societal attitudes about death, dying and healthcare at the end of a person's life and how they have evolved due to new innovations in healthcare -- technological, pharmacological, and surgical innovations (Daly 2006a)
It is a sort of ambivalence that goes along with the cultural views related to the topic. APNs who deal with end-of-life care report feeling stressed out, frustrated, sad and helpless when it comes to having to make life/death decisions for patients and their families (Hansen et al
The want to not deal with it is oftentimes quite apparent and this can come across as ambivalence on the part of both healthcare personnel and family members. There tends to be the belief today (a "technologic imperative" (2006a)), perhaps because there has been so much innovation when it comes to prolonging life, that if there is something that can save a life, we should do it no matter what -- even if that life will only be saved for a brief period or even if that person perhaps would not want to be saved (Happ et al