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INITAO COLLEGE
Initao, Misamis Oriental
Mindanao , Philippines 9022

Criminal Justice Education Program

CFLM2
Character Formation II
Leadership, Decision Making, Management and Administration

PRE-FINAL HANDOUT
Second Semester, S.Y. 2023-2024

(Use BLACK ballpoint pen only)

Name of Student : _____________________________________________

Year level and course : _____________________________________________

Home Address : _____________________________________________

Email address : _____________________________________________

Mobile numbers : _____________________________________________

Instructor’s Name : _____________________________________________

DECISION - MAKING CONCEPTS

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Decision-making can be seen as a problem-solving process that generates a solution that is considered to
be ideal, or at least acceptable. Consequently, it is a mechanism that can be more or less logical or irrational and
based on overt or implicit knowledge and beliefs. In dynamic decision-making processes, implicit information is
often used to fill holes (Brockmann,2016). Typically, all, implicit and explicit, of these forms of information are used
together in the decision-making process.
A significant part of decision-making involves evaluating a finite range of alternatives that are defined in
terms of evaluative criteria. So the challenge would be to rate these alternatives in terms of how appealing they are
to the decision-maker while considering all the criteria at the same time. Another objective may be to find the best
alternative or to assess the relative overall value of each alternative when all the parameters are simultaneously
considered.
ENVIRONMENTAL INFLUENCE IN DECISION-MAKING
The environment of decision makers will play a role in the decision-making process. A factor affecting
cognitive performance, for example, is environmental uncertainty (Davidson, 2006).
A complex environment is an environment with a great number of potentially different states that come
and go over time (Godfrey-Smith, 2001). Studies conducted at the University of Colorado have shown that more
complex environments associate with higher cognitive performance, suggesting the setting can affect a decision. One
experiment assessed complexity in a space by the amount of small objects and devices present; less of those items
were in a simple environment. The higher measure of environmental uncertainty has positively improved executive
performance, making it harder to think about the situation and make a rational decision.
CHARACTERISTICS OF DECISION-MAKING (Monahan,2000).
o Objectives have to be set first. Objective- something you plan to achieve
o Requirements must be graded and placed in order of importance.
o We need to build alternate acts.
o The alternatives must be measured against all targets.
o Tentative decision is the option that can accomplish all the objectives. Tentative means not definite
o The tentative decision is evaluated for more possible consequences.
o The preliminary decision is reviewed for more potential implications. Implications-involvement
o Decisive action is taken and further action is taken to avoid any negative effects from being issues and to
continue all processes all over again. Decisive- an action or actions done quickly and with confidence
o There are usually followed steps leading to a decision model that could be used to assess an optimal
production schedule.
THE NINE (9) CHARACTERISTICS OF A GOOD DECISION
If you don't know how to handle tension or if the results are less than optimal, decision-making can be the
single-greatest weight on your shoulders. So, how do you know what makes a strong decision? Here are the nine
attributes of a positive decision:
1. Decisions positively impact others.
2. Decisions are replicable.
3. Decisions foster opportunity. (Empowers others to act)
4. Decisions include others.
5. Decisions are executable. Clarity in making a decision
6. Decision is systematic. To estimate the probability of success
7. Decisions are accountable.
8. Decisions are pragmatic. Pragmatic means practicality
9. Decisions involve self-awareness. Defer to the person closest to the problem

DECISION-MAKING TECHNIQUES
Decision-making techniques can be separated into two broad categories:
1. Group Decision-Making Techniques
2. Individual Decision-Making Techniques
Individual decision-making techniques can also often be applied by a group.
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GROUP DECISION-MAKING
Also known as "Collaborative Decision-Making", is a situation faced when individuals collectively make a
choice from the alternatives before them. The decision is then no longer attributable to any single individual who is
a member of the group. This is because the result applies to certain systems of individuals and social classes such
as social power. Community decisions often vary from those taken by individuals.
Collaborative decision taking in workplace environments is one of the most effective models for creating
buy-in from other stakeholders, building trust and promoting innovation. In keeping with the concept of
cooperation, collective decisions often appear to be more successful than decisions made by a single person. In this
way, such collective agreements have the ability to deliver better net output results than individuals working alone
(Larson, 2010).
Collaborative or collective decision-making would often be preferred under normal daily circumstances
and will produce more benefits than individual decision- making when there is room for proper deliberation,
negotiation and dialogue. This can be achieved using committee, teams, organizations, alliances or other social
collaboration processes.
For certain cases, however, this approach may also have disadvantages. Certain methods of decision-
making may be better in serious emergencies or crisis situations because emergency actions can need to be taken
quicker, with less time for deliberation.
On the other hand, additional considerations must also be taken into account when evaluating the
appropriateness of a decision-making framework. For instance, the likelihood of group fragmentation may often
also occur, causing certain groups to make more drastic decisions in the direction of individual inclinations than
those of their individual members (Moscovici, 1969).

INDIVIDUAL DECISION-MAKING
In general, an person takes prompt decisions. When in a group, keeping any one person responsible r a
wrong decision is not easy. Human decision taking sally saves time, resources, and energy as individuals make
timely and rational choices. Although taking group decision takes a lot of time, money and energy.

DECISION MAKING APPROACHES

We make the majority of the decisions, as individuals. It is important to look at the approaches that we
follow in our individual decision-making in the effort to take more successful decisions.
As the outcomes of the decisions are not clear, it is necessary to concentrate on how a decision is made to
increase the consistency of the decision. By looking at the approaches to decision-making, we aim to highlight
certain potential for change that can be accomplished regardless of a particular decision strategy.
There are a variety of ways to describe decision- making methods but we will find three broad groupings
for our purposes. For certain cases, we all prefer to take actions at one time or another using all of the methods.
Think about which approach will better describe how you make most of your choices, or prefer making your
choices.

1. RATIONAL OR ANALYTICAL APPROACH

o Exemplified by systematic decision-making.
o Defines upfront success factors
o Looks for details and objectively explores how each solution meets each success factor.
o Decision-making is organized and decisions can be taken under the assumption of the desired
solutions except for major unforeseeable Or unpredictable incidents.
o Consideration of the implications of the final decision.

2. INTUITIVE DECISION MAKING APPROACH

o Relying on emotions and feelings.
o Careful planning is not possible or not desired.
o People will point to : a "gut feeling" or "hunch" as the cause for a choice, reflecting that explanation
is not accessible through conscious thought.

3. RANDOM OR CHANCE APPROACH

o In this approach a decision is made on impulse, without thought.
o Flipping a coin or using a "decision wheel" would be representative of employing this approach.
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o It is sometimes considered a dependent style because this approach can promote denial of
responsibility.
SIMILAR DECISION-MAKING
1. Gofer( Mann, L.,1980)
A. Goals Clarification; survey values and objectives
B. Options generation; Consider a wide range of alternative actions
C. Facts-finding; search for information
2. Decide(Guo,K.,2008)
A. Define the problem
B. Establish or Enumerate all the criteria
C. Consider or collect all the alternatives
D. Identify the best alternative
E. Develop and implement a plan of action
F. Evaluate and monitor the solution and examine feedback when necessary
SEVEN DECISION-MAKING PROCESS(Brown, P.,2001)
A.Outline the goal and outcome. Identify the decision- try to clearly define the nature of the decision you
must make
B.Gather data. Gather relevant information- Collect some pertinent information before you make your
decision: what information is needed, the best sources of information, and how to get it. This step involves both
internal and external “work.” Some information is internal: you’ll seek it through a process of self-assessment.
Other information is external: you’ll find it online, in books, from other people, and from other sources.
C.Develop alternatives. Identify alternatives- As you collect information, you will probably identify several
possible paths of action, or alternatives. You can also use your imagination and additional information to construct
new alternatives. In this step, you will list all possible and desirable alternatives.
D.list pros and cons of each alternative. Weigh the evidence- Draw on your information and emotions to
imagine what it would be like if you carried out each of the alternatives to the end. Evaluate whether the need
identified in Step 1 would be met or resolved through the use of each alternative. As you go through this difficult
internal process, you’ll begin to favor certain alternatives: those that seem to have a higher potential for reaching
your goal. Finally, place the alternatives in a priority order, based upon your own value system.
E.make the decision. Chose among alternatives- Once you have weighed all the evidence, you are ready to
select the alternative that seems to be best one for you. You may even choose a combination of alternatives. Your
choice in Step 5 may very likely be the same or similar to the alternative you placed at the top of your list at the end
of Step 4.
F. Immediately take actions to implement it. Take action- You’re now ready to take some positive action by
beginning to implement the alternative you chose in Step 5.
G.Learn from the reflect on the decision. Review your decision and its consequences- In this final step,
consider the results of your decision and evaluate whether or not it has resolved the need you identified in Step 1.
If the decision has not met the identified need, you may want to repeat certain steps of the process to make a new
decision. For example, you might want to gather more detailed or somewhat different information or explore
additional alternatives.

DECISION MAKING MODELS IN CRIMINAL JUSTICE

For criminal justice, decision-making requires more than studying the rules and applying them to
individual cases. Decisions are based on discretion, that is, the exercise of human judgment in order to make
decisions about alternative courses of action.
Professionals in criminal justice have little time to make important decisions which may be the difference
between life and death. While there is no decision- making process that is fool proof, training, conditioning, and
practice among criminal justice leadership can help these professionals react more rationally and strategically in
the heat of the moment.

DECISION MAKING CHALLENGES FOR CRIMINAL JUSTICE PROFESSIONALS

Events of over-exposure, which are characterized as unpredictable, erratic, volatile and under conditions of
high stress, impair the capacity of a criminal justice professional to make a reasonable, rational decision. Criminal
justice practitioners will experience a lag period in their decision-making skills during these events. Many
obstacles called psychological prisons may also have an negative impact on the willingness of a police officer to
take decisions.
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The Consequences of Making the Wrong Decision

o Loss of life.
o Departmental or jurisdictional administrative costs.
o Negative media attention and public opinion.
o Demotion in position and/ or loss of job.
o Post-traumatic stress disorder (PTSD), family problems and other psychological concerns.

Due to the aforementioned consequences, it is important that criminal justice "the training needed to make
reliable, ethical decisions in all circumstances.

DECISION MAKING STYLES IN MANAGEMENT AND ADMINISTRATION

Many people believe that decision-making is not a rational option but a product of personality. With that,
leaders must understand that personality cannot stand in the way of critical decision making. Good leaders will
adapt their decision-making strategy to match the demands of various circumstances.
The most influential leaders learn how to tailor their decision-making style to suit specific circumstances.
Different contexts and situations call for individual management responses, and sometimes multiple decision-
making approaches. Leaders can learn how to make informed choices in a variety of diverse situations by
understanding the different ways of decision-making and being mindful of warning signs.

FOUR STYLES OF DECISION-MAKING

1. DIRECTIVE DECISION-MAKING
Usually a Policy decision-maker sorts out the pros and cons of a situation based on what they already
know. Decision-makers in the directive are very rational and have little tolerance for uncertainty. Instead of
going to others for more detail, their decisions are rooted in their own intelligence, experience and reasoning.
The upside to this style is that decision-making is fast, taken impulsively, without all the necessary details.
o When to use Directive Decision-Making
In situations characterized by continuity, a straightforward and unchallenged cause-and-effect relationship,
reserve guideline decisions; in other words, a correct response exists and is collectively understood.
o A leader's role in Directive Decision-Making
A leader has to sense the situation, categorize it as a scenario that calls for a clear decision and an appropriate
response. Ensure best practices are in place for ongoing procedures. Remember to ask yourself when classifying
the situation: Is this my decision to make, and do I have all the details necessary to make this decision? Where
appropriate, delegate but remember to communicate in a simple, direct language. It's the role of a leader to realize
when there's no need for intensive interpersonal contact and to make clear decisions based on the knowledge they
already have.
o Signs you need to use a different approach
Once operations run smoothly it is easy for leaders to become victims of complacency. Leaders must be mindful of
the changing complexity of specific situations. When you start making complicated jobs simply by using simple
decisions, you need to change your approach. Understand that changing circumstances changing circumstances
changing styles of decision making.

2. ANALYTIC DECISION-MAKING
Before taking action, strategic decision-makers analyze a lot of details. Analytic leaders, for example,
rely on direct observation, data, and facts to back their decisions. Like decision-makers in the guideline,
however, an analytic decision maker may seek information and advice from others to affirm or refute their
Own expertise. These decision-makers have a high degree of uncertainty tolerance and are extremely
adaptable but they prefer to monitor certain aspects of the decision process. This style is a well-rounded
decision-making strategy that can be time-consuming.
o When to use Analytic Decision-Making
In situations where there may be more than one right answer, analytical decisions are helpful. Use this decision-
making style to solve issues where the relationship between cause and effect is discoverable but not immediately
apparent. You use this approach mainly to evaluate multiple options or approaches, and to use fact-based
management to direct effective action.
o A leader's role in Analytic Decision-Making
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Unlike decision-making directives, before agreeing on a course of action, leaders must evaluate all the details they
have available. Assembling a team of experts to assist with analytical decisions is advantageous; Leaders must
therefore freely consider contradictory advice and ideas. At the same time, to make the most of the analytic
decision-making process, leaders need to consider non-expert perspectives.
o Signs you need to use a different approach
Decision paralysis is the most important warning sign of overuse of the logical decision form. When you find
yourself living in a state of over-analysis or over- thinking without taking action or making a decision, this strategy
must be removed.

3. CONCEPTUAL DECISION-MAKING
Compared with the guideline Or empirical approaches, the relational decision-making process takes a
more collaborative approach. Conceptual decision-makers promote innovative thinking and teamwork and
take a wide variety of viewpoints into consideration. These decision-makers are based on success and want to
look well into the future when it comes to making critical decisions.
o When to use Conceptual Decision-Making
Apply logical decision taking to issues involving several conflicting ideas. This decision style is ideally suited to
circumstances that are marked by unpredictability and tailored to creative and inventive approaches . You see no
immediate solution in these situations but trends emerge over time. The use of a conceptual decision-making style
accounts for long term planning and the unknown variables.
o A leader's role in Conceptual Decision-Making
To be successful in analytical decision taking, leaders need to create an atmosphere that fosters experiments
designed to uncover instructive trends over time. Leaders will need to make a point of growing coordination and
interaction. Build groups of people who can share new ideas and assist with difficult decision taking and execution.
Patience is the key and leaders need to take the time to reflect.

Signs you need to use a different approach

If the decision you need to make includes a situation that needs structure and established outcomes. a
conceptual approach should not be employed. Often, decisions that need to determine immediate consequences
and situations in which there is no space for error are not subject to logical decision taking.

4. BEHAVIORAL DECISION-MAKING
Behavioral decision-seek to make sure that everyone is working together well. Like the conceptual
method, behavioral decision-is group-oriented; however, the community is given the choices available to
them, rather than brainstorming alternative solutions. From there the community will discuss each choice’s
pros and cons. This decision-making method takes into account several different viewpoints and views in
the process.
o When to use behavioral decision-making
The behavioral style requires proactive communication, as with conceptual decision-making. This style takes a
more introspective approach by discussing solutions that have worked in the past, rather than attempting to
disclose new patterns.

o A leader's role in behavioral decision-making

Leaders in this style of decision-making need to open lines of communication. Again, build groups of people who
can contribute their opinions and promote democratic debate. Don't only impose a course of action when using the
behavioral decision-making method. Consider what decision generates the most unity within the company, instead.

Signs you need to use a different approach

If group discussion sessions cannot reach a resolution, a new strategy will need to be considered.
Conversely, if new ideas never come up or no one questions views, then behavioral decision-making might not be
the best choice. Although this style of decision works for the good of the community as a whole, a clear and
definitive leader is required to get things done. Look for ways and experiments where possible to push people to
think outside of what's familiar.

TRAITS AND VALUES IN DECISION-MAKING

Decision-Making and Personality Traits
Personality characteristics have a much greater role to play in decision taking than you would expect.
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Some people are indecisive, because of their very existence. They find most decisions quite difficult to
make. These people I also find very committed to the decision when they do. I am sure you know this kind of
people. Others make choices way too easily without taking into account all the consequences. Those are more
impulsive people.
What you respond specifically to the environment will influence your decision-making process, making
your decision-making process special as well. There are many ways in which we can explain how we respond to
the environment, but one easy way is to suggest we respond from the brain, heart, or gut. Your personality will
determine whether you approach decisions in a rational or emotional manner.
A successful decision is made with the alignment f the three eyes, heart and gut or, as defined in the holistic
decision-making strategy, when the three are finally in harmony.
It's all tough decisions. There is no way this gets out. However, by getting an approach and knowing how
our attitude influences our decision we can make them a little easier.

HOW TO FACTOR YOUR PERSONALITY INTO YOUR DECISION-MAKING

As much logic as you bring in your choices, the way you make a choice will always affect your personality.
Individual personality is an unavoidable consideration combined with maturity and experience, but constructive
self-awareness can help you weigh how much your intuition impacts your decision-making process.
What is interesting about the choices is that they are all yours. No other being on earth will make precisely
the same choices that you do, using the same exact procedure. It's because personality keeps every decision you
make updated. In conjunction with your degree of major role in the choices you make and the process you make
them by.

How Your Brain Makes Decisions

Decision-making is multiply-determined, meaning that there are multiple forces at work simultaneously,
Your personality characteristics and influences blend with your beliefs, your desires and your inspiration as you
navigate the decision-making process every day. Your "style" informs whether you rationally or emotionally,
impulsively or cautiously, spontaneously or deliberately approach decisions. If you have bold and adventurous
components to your personality, you will find that you make decisions easily, even impulsively, unlike your
rational equivalent, who may need to consider every angle before weighing in.

CULTURAL INFLUENCES IN DECISION MAKING

Decision-making is a mental process that is an important part of preparing and taking action in a variety of
ways and at à wide range of levels, including, though not limited to, budget preparation, educational preparing,
policy making, and career building. Such events include people all over the world. The underlying cross-cultural
disparities in decision-making can be a major contributing factor in cross-cultural communication, negotiation, and
conflict resolution performance.
DECISION-MAKING MODELS
Based on the perspective the researcher takes on the role that culture plays in decision-making, one of the
following models is used to think about and forecast behavioral trends in decision-making in a given community:
1. The Universal Model. Typically, the scientists who use this model believe there is only a small difference in
how people from different cultures make their choices. The findings obtained from one party are usually
related to humans.

2. The Dispositional Model. The adherents of the dispositional view recognize that decision-making
differences are cross-cultural and support the cause of cross-cultural study. They assume that the
variations found in the studies reflect the omnipresence of cultural inclinations in individuals ' minds, and
are expected to appear in all situations and situational contexts.

3. The Dynamic Model. Adherents of this view often consider cross-cultural variations. They view cultural
knowledge not as a monolithic construct that is continuously present, but as a collection of discrete
knowledge that is operational as a function of the situation. We also promote the development and testing
of complex models reflecting the processes by which culture influences decision-makers.

4. The DECIDE MODEL. the acronym of 6 particular activities needed in the decision-making process: (1) D =
define the problem, (2) E = establish the criteria, (3) C = consider all the alternatives, (4) I = identify the
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best alternative, (5) D = develop and implement a plan of action, and (6) E = evaluate and monitor the
solution and feedback when necessary.