Master of Science in Leadership RG 5043

             According to Levine (2009), decision-making can be viewed the same way a problem-solving.  Decision-making is our way of getting down to the bottom line and the details of the issue.  We find a resolution to conflict as best as we can.  As Levine (2009) stated, conflict is healthy, but it has an emotional cost that is retained after the conflict is done.  The value of resolution is that it resolves the conflict without lingering effects.  Resolution is a much better resource than compromise since the cost of aftereffect is less.  AuburnHungerStudies (2011) defined conflict as differences in clashes between the needs, perceptions, interest, and activities of individuals that are part of our social life.  It is man-made and can be violent, non-violent intense or light.   Conflict resolution, on the other hand, is a skill that we can learn by cultivating the habit of alternative practices (Levine, 2009). During my employment at Bethune-Cookman University, I had the opportu

According to Levine (2009), decision-making can be viewed the same way as problem-solving.  Decision-making is our way of getting down to the bottom line and the details of the issue.  We find a resolution to conflict as best as we can.  As Levine (2009) stated, conflict is healthy, but it composes of direct cost, productivity cost, continuity cost, and emotional cost that can be retained after the conflict is done.  The value of resolution is that it resolves the conflict without lingering effects.  Resolution is a much better resource than compromise since the cost of aftereffect is less.  Conflict resolution is a skill that we can learn by cultivating the habit of alternative practices (Levine, 2009). When I was transferred from Student Affairs to Human Resources department at a local University, the current HR Assistant who was temporarily responsible for benefits and leaves of absences has openly expressed her disagreement why the Benefits Coordinator position was offered to me

Based on the examples presented in the video by Dan Gilbert, I have learned that human beings make constant decision to negate from the unknown.  As an excellent example of this is when Gilbert (2005) discussed that after the horrifying event of 9/11, many travelers stopped traveling via air because of fear of terrorism as a result of the 9/11 incident.  Unfortunately,  according to statistics, there were more individuals killed traveling by land rather than people who died in 9/11.  We become almost paralyzed with the uncertainties we faced daily that our decision making is often blinded by our emotions which are often times not related to the circumstance we are facing.  We need to be able to control our emotions that are negative by accepting the uncertainties rather than trying to resolve them.  This way, we can center our time and energy on making decisions that are best whenever we are faced with outcomes that are uncertain. Gilbert (2005) stated that our tendency to connect

Prote cted values (PVs) are values that are sacred and antiquated that some individuals believe that should not be sacrificed for any satisfying benefits regardless of how large or small the benefits are.  I believe that my protected values have the most significant influence on my attitude and behavior.  Unfortunately, there were times that I found myself violating those protected values that I try to adhere. I grew up with a family who values life and believes that every life is valuable and precious.  Growing up in the Catholic faith, I always have found that abortion is a sin and unacceptable.  As a volunteer for our youth group at church, there were times that I was asked by one of our youth what would I do if my daughter would consider abortion.  I have always replied that the situation will never arise, but if confronted with the situation, I would express my opinion to my daughter that abortion could never be an option.  We will do what we can to raise her child. Then, I w

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. Hoch & Kunreuther (2005), identified three interrelated traps that are detrimental to the success of our decision-making and control of our frames.  One, we need to guard ourselves against the false sense or illusion of completeness .  My husband and I de

            Hoch & Kunreuther (2005) indicated that regardless of the evident of deception, it is more complicated to evaluate the anticipated valuation of deception.  The reason behind the complication is that first, the negotiator must be able to estimate the likelihood of detecting a deceptive action.  Second, the negotiator must determine the value of a deception that has been detected.  And lastly, the negotiator may endure the cost of being misleading through the feeling of guilt and remorse.  Hoch & Kunreuther (2005) further stated that there are steps that we can take during negotiations to lessen the possibility of people using deception.  Some of those steps are: ·          Establishing Trust – from the very beginning of the negotiation process, negotiators must strive hard to sustain a foundation of trust where both sides can corroborate that there will be no deception to used on the negotiation table. ·          Asking direct questions and listening carefully