Master of Science in Leadership RG 5043

I agree with Hoch & Kunreuther (2005) that today’s business environment has become a labyrinth of data information that is mostly driven by the internet or advance technology.  My current organization has been standardizing policies, procedures, and system technologies within the 52 hospitals.  In the East Florida Region where my company is located, we have struggled with the decision making of our Corporate Executives.  Our local Executive Officers, unfortunately, can only assure us that things will get better. If I were to examine and assess the decision-making of our executive leaders, I could say that they have utilized three methodologies in dealing with our multiple current issues across the Adventist Health System campuses.  First, our organization built the information base across the board by deciding to change to a new business model called Shared Services utilizing PeopleSoft application.  Shared Services will be responsible for AHS’s Talent Acquisition, Payroll, Supp

According to Hoch & Kunreuther (2005), the frame is a logical cognitive structure for organizing and simplifying the intricacy that managers face in their daily business operations.  They further stated that framing is a mental representation that consents human beings to act, perceive, decide, and interpret information or data presented to them.  Frames impact the way we think by creating highlights and shadows, just focusing our awareness on the particular angle of a problem and at the same time leaving other options in the shadows.  Hoch & Kunreuther (2005) further stated that frame is also a cause of distortion of our thinking by creating boundaries on choices and by establishing points of references and yardsticks. To avoid the traps of frames, Hoch & Kunreuther (2005), identified three primary steps to control of our frames.  One, we need to see the frame by conducting a frame audit.  My husband and I decided not to buy the house that we were currently renting abou

According to Lynegar’s (2011) research, a typical American makes an average of 70 choices typically in a day.  I was even more amazed when Lynegar (2011) disclosed that an average CEO takes on 139 undertaking on a weekly basis where every project involves multiple choices.  She further stated that 50 percent of the CEO’s were made out of nine minutes or less and 12 percent of those determinations took an hour or more of their time (Lynegar, 2011). Lyengar (2011) recommended or identified four methodologies to mitigate the challenge of choice overload.  First, she said to cut the number of options to relieve us from irrelevant preferences.  Second, she stated that we need to concretize the choices we make, which meant in layman terms, we need to make our choices authentic or real.  The third recommendation was to categorize our choices.  Manage larger categories with lesser options.  For example, if we are shopping for coffee, we can categorize our choice not by brand but by coffee b

Hock & Kunreuther (2005) defined decision making as a process that is critical when we accept something less for something more.  Whenever I make a decision may it be personal or professional, my first instinct is to define the purpose of the need for my decision.  Purpose helps me to focus my thinking and accomplish my goal.  For example, the primary objective why I am pursuing my Master’s Degree in Leadership is to enhance my knowledge and skills as a leader, and develop my skills in critical thinking.  Right now, I am confident that I am and have been a good leader professionally and personally.  But there were times that I found myself judgmental to the people that I work with or even to members of my family.  One time, one of our HR Generalist criticized my decision of going far and beyond in assisting our physicians updating their personal information i.e. address and phone number in the system.  We have a self-service system which means employees can log on to their accou