Overlapping Aspect of Decisions

Overlapping Aspect of Decisions

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Abstract

Decision making plays a major role in determining what will happen in any organization or individual future. Thus the success of a decision can be measured based on its consequences. Some decision may contradict the initial decision made in an organization. This creates an overlap that can negatively or positively impact the system. The paper evaluate a case in which an overlap decision was made in an organization, determining its effect on the system and measures that can be taken to eliminate cases of overlap in an organization in the future.

Overlapping Aspect of Decisions

Introduction

A good decision based on deterministic models is judged based on the outcome. Similarly, outcome is used to judge the goodness of a decision in probabilistic models, though this model also considers the level of risk that each decision holds. Some decision may present a high level of risks based on the level of uncertainty. Although decisions are normally made to enhance the organization performance or individual’s life, some decisions may results to unexpected consequences which may negatively impact the decision makers and the stakeholders (Taghavifar et al., 2009). This paper focuses on discussing situation in which a decision brought about unexpected outcome, which interferes with decision made previously.

Set of Circumstances where a New Decision Affects the previously Made Decision

In medical field, nurses are required to make records of every patient especially on the medication given and the time given. A nurse in a certain hospital gave a patient suffering from diabetes insulin injection and forgot to record. The patient who was forbidden from taking sugary things sweet-talked his grandchild to bring him chocolate he was craving for. The nurse in the second round looked at the records and realized that the patient did not get his usual insulin injection based on the record. She injected him a second dose and recorded it. Before leaving there, the first nurse remembered that she did not record the insulin injection and rushed to do so, only to find the other nurse had taken action. This meant that the patient had received insulin overdose and based on the hospital rules, the nurse who failed to record the initial dosage was supposed to be sacked for endangering the life of a patient. However, after assessment, the senior nurse realized the patient sugar level was normal, and after inquiring the patient, he confessed having taken the chocolate bar which is forbidden as per his medical requirements. In this regard, the senior nurse decided not to forward the junior nurse case. This decision was contrary to the hospital policies. It could also be regarded as unethical. However, on the other hand, the nurses’ mistake saved the life of the patient.

Measures to Identify, Remove, or Mitigate Overlaps

Understanding the previous decision or policies employed in an organization is one way to identify or mitigate overlaps. Once decisions are made, they need to be followed at all times and thus, contrary decisions may not arise. No new decisions are supposed to be made over a matter with previous decisions that provide guidance on how they should be solved. Thus, ensuring that all stakeholders understand rule and regulation of an organization can highly assist in eliminating overlaps. Following the guidance given by the organization’s policies and previous decision strictly can eliminate the overlap (Hayashi, 2009).

Overlap Negative or Positive Effects

The overlap experienced in this case can result to serious negative repercussion in the future. The nurse had broken the rules which could have been dangerous in other cases. Although, the nurse’s mistake did not cause any fatal outcome due to client’s mistake, the decision is highly circumstantial and thus it cannot be adopted as a policy since it will negatively interfere with the organization operation system and endanger the life of patients in the future (Hastie & Dawes, 2010).

Conclusion

Decisions are normally made to define the future of an organization. However, some decisions may contradict the made decision creating a positive or a negative impact based on the situation. This particularly happens when decision is made in uncertain environment. In this case more risk is taken in decision making. For instance in the provided case, the decision to forgive the nurse compromises the initial decision created to enhance work efficiency. However, ethically, the nurses’ mistake saved the life of the patient. Thus this decision can only be employed in this circumstance, since its employment as a rule could create more chaos to the nurses’ operation efficiency.

References

Hastie, R., & Dawes, R. M. (2010).  Rational choice in an uncertain world  (2nd ed.). Thousand Oaks, CA: Sage.

Hayashi, A. M. (2009). How executives can make bad decisions.  MIT Sloan Management Review, 50(4), 14–15.

Taghavifar, M. T., Damghani, K. K., & Moghaddam, R. T. (2009). Decision making under uncertain and risky situations. Retrieved from < https://www.soa.org/library/monographs/other-monographs/2009/april/mono-2009-m-as09-1-damghani.pdf>