Always Make Good Decisionscontains Ol 215 Snhu Go

Always Make Good Decisionscontains Ol 215 Snhu Go

Always Make Good Decisionscontains Ol 215 Snhu Go

n this discussion, focus on the decision-making models at the upper levels of management, as covered in Chapter 10 of your text. Management and leadership are two different things, but the roles are often performed by the same person. However, it is important to understand the difference between the two and how each concept helps the organization succeed.

Read What Is the Difference Between Management and Leadership? As you read this article, think about the following questions, which may apply to the leader of the companies you have chosen to study for your final project (you do not need to answer these questions in the discussion thread; they are provided only for reading guidance):

How do management and leadership complement each other within the organization?
Who are more likely to be the primary decision-makers, managers or leaders?
In today’s business world, do management and leadership go hand in hand?
Is it feasible that these roles are separate within an organization?

Now, think about a past decision that you made that did not work out the way you intended. In your initial discussion post, address the following:

Identify the decision-making model that you used at the time the decision was made, and explain why this was model was used.
Looking back at the decision, describe which two decision-making challenges may have led to the faulty decision and describe how that contributed to the results of your decision. Be specific and include two decision-making challenges addressed in Chapter 10.

In responding to your peers, comment on the decision-making challenges that they encountered. What could they have done differently and/or more effectively?

To complete this assignment, review the Discussion Rubric document.

the link for above

I need two responses done on classmates.

my 1st one

5-1 Discussion Good Managers Don’t Always Make Good Decisions

Contains unread posts

Benjamin Johnson posted Jun 3, 2020 1:48 PM

We had a situation at our power facility that was disrupting power output from the station during the highest power demand in years. I was under heavy pressure from executive leadership to properly address the situation and return the plants output to full power. When looking at the problem I decided to use the “Intuitive Decision Model” because of my past experience with this equipment. During my past issues with this problem I thought that because I had unclear goals, time pressure, and experience this was the correct course of action. (Carpenter, 2009, p. 263)

One decision making challenge was availability bias because I wasn’t given all the information that pertained to this particular issue. We had several issues that eventually cascaded into a unique situation that we never encountered before. Having had more time to evaluate the situation would have provided me the opportunity to properly diagnosis the issue at hand. To add to the time pressure this problem was also creating a extreme hazard to our plant personnel and something had to happen immediately. Following up with the previous shift before proceeding with my course of action would have give me better information then what the current shift had.

The escalation of commitment bias “Occurs when individuals continue on a failing course of action even after it becomes clear that this may be a poor path to follow” (Carpenter, 2009, p. 265) I had brought in outside resources and was in way to deep to stop at this point. It was clear this contractor was not going to be able to correct this problem that I assumed it was. I continued to allow them to work while I looked for other solutions. When I look back at the issue all it took was me calling my most senior employee and asking them “Can we put the unit back online without this piece of equipment?”. He responded with a quick solution to get it back in service without contractor help, safety issues, or delayed power output that only took a few hours to do.

Carpenter, M. A., & Bauer, T. (2009). Principles of management (2.0th ed.). Ingram.

2nd response needed

5-1 Discussion: Good Managers do not Always Make Good Decisions

Jason Fiorentino posted Jun 3, 2020 9:50 AM

There was one decision that had a great impact on the way I conduct myself now. One day when I was at work, I felt like I was the only one doing the job. I felt like I was the only one pulling the weight around the office, so I spoke to my boss. My boss then told mew to speak to my coworkers about how I was feeling and told me to ask them if they could put in a little more effort. I initially thought to myself that it was weird that my boss was asking me to confront my coworkers about it because I thought that was something he would do. I didn’t really think too much about it after then and actually did not even end up saying anything to the people on my team. After I went home and thought about it I wasn’t sure what to say. I did know that I needed to say something soon because I did not want to deal with being the only one putting in the work. I also knew the longer that I waited, the less likely I was to say something and notice a real change. I made an rational decision, I knew this decision was important, and I was trying to maximize the outcome of the situation. So the next day at work I confronted my coworkers and asked them to pick up the slack because I couldn’t do everything on my own. One of my coworkers laughed, and I got very agitated. I raised my voice, and you could tell I was pretty upset. I should have gone to my boss but that did not do much for me before so I ended up cutting my losses and walked away.

The two decision making challenges that I ran into were hindsight bias, and overconfidence bias. “Hindsight bias occurs when looking backward in time where mistakes made seem obvious after they have already occurred” (Carpenter, n.d.). “Overconfidence bias occurs when individuals overestimate their ability to predict future events” (Carpenter, n.d.). I knew that I should not have lost my temper and raised my voice, something I also knew after that situation was that the decision I was making would most likely backfire only because the coworker that laughed always gives people a hard time. But I was so confident that I had the situation under control and nothing bad would happen so I proceeded to confront my coworkers about the way I was feeling and about how I did not feel as though things were done fairly. What I should have done was sit down with my boss to discuss a possible workflow that we could create. This way each person on my team would be responsible for one or two things that they had to complete by the end of the shift. That way I would not feel like I was the only one doing the work and my coworkers would be held responsible for what they did not get done.3


Carpenter. M. (n.d.). Principles of Management version 2.0. Retrieved from