Class, This week addresses the critical steps of determining the consequences of
ID: 456013 • Letter: C
Question
Class,
This week addresses the critical steps of determining the consequences of each of the alternatives, and then determining the tradeoffs between the alternatives through a number of analysis techniques.
In order to understand the consequences of an alternative, we envision that alternative being implemented and determine how well it will satisfy the objectives and, hence, solve the problem. Who determines these values - well you, or your group, do! Do you use both quantitative and qualitative data to describe the consequences? Certainly! In this discussion, let's be sure to answer any questions you may have about determining the consequences of a situation.
Please take a moment to listen Part I of the Week 3 recorded lecture:
Part I: https://dvg.adobeconnect.com/p3uahee2epz/
What questions do you have about understanding the consequences of the alternatives?
Explanation / Answer
What questions do you have about understanding the consequences of the alternatives?
Answer :
In business decision making is very important. All the business aspects are totally depend on quality of decision making.
To make the decision we need to analyze , evaluate various alternatives. While evaluating , analyzing various alternatives we need to study the consequences of the alternatives.
Following information, help us to evaluate the consequences of alternatives.
Statements to Answer
Not at All
Rarely
Sometimes
Often
Very Often
1I evaluate the peril associated with each alternative previous to making a decision.
2After I create a decision, it's final – since I know my procedure is strong.
3I try to determine the genuine issue before starting a decision-making process.
4I rely on my own experience to find possible solutions to a difficulty.
5I tend to have a burly "gut instinct" about harms, and I rely on it in decision-making.
6I am from time to time surprised by the real consequences of my decisions.
7I use a well-defined procedure to arrangement my decisions.
8I think that connecting many stakeholders to make solutions can make the process more complex than it needs to be.
9If I have misgivings about my decision, I go back and recheck my supposition and my process.
10I take the occasion needed to decide the best decision-making instrument for each specific choice.
11I consider a variety of possible solution before I create my decision.
12Before I converse my decision, I create an completion plan.
13In a group decision-making procedure, I tend to hold up my friends' proposals and try to find ways to create them labor.
14When communicating my decision, I comprise my rationale and good reason.
15Some of the options I've selected have been a great deal more hard to apply than I had expected.
16I prefer to make decisions on my possess, and then let other populace know what I've determined.
17I determine the subject most important to the decision, and then use those issue to evaluate my choices.
18I emphasize how confident I am in my decision as a way to increase bear for my plans.
Look at your harms in different ways; find a new viewpoint that you haven't thought of before.
Brainstorming, or fast noting of alternatives no stuff how silly, is an excellent detection process.
Once you have listed or plan alternatives, be open to their potential. Make notes on those that:
Weigh Alternatives:
After listing likely alternatives, evaluate them with no prejudice, no substance how attractive or distasteful Consider all criterion While a suitable solution may solve the difficulty it may not work if capital aren't available, if people won't believe it, or if it causes new harms
SFF Matrix: Suitability, Feasibility & Flexibility
Suitability
Feasibility
Flexibility
Total
Alternative A
Alternative B
Alternative C
Alternative D
Rate each alternative onscale of 1 - 3 for its
Sum a score for every alternative, compare, prioritize your alternatives...
Statements to Answer
Not at All
Rarely
Sometimes
Often
Very Often
1I evaluate the peril associated with each alternative previous to making a decision.
2After I create a decision, it's final – since I know my procedure is strong.
3I try to determine the genuine issue before starting a decision-making process.
4I rely on my own experience to find possible solutions to a difficulty.
5I tend to have a burly "gut instinct" about harms, and I rely on it in decision-making.
6I am from time to time surprised by the real consequences of my decisions.
7I use a well-defined procedure to arrangement my decisions.
8I think that connecting many stakeholders to make solutions can make the process more complex than it needs to be.
9If I have misgivings about my decision, I go back and recheck my supposition and my process.
10I take the occasion needed to decide the best decision-making instrument for each specific choice.
11I consider a variety of possible solution before I create my decision.
12Before I converse my decision, I create an completion plan.
13In a group decision-making procedure, I tend to hold up my friends' proposals and try to find ways to create them labor.
14When communicating my decision, I comprise my rationale and good reason.
15Some of the options I've selected have been a great deal more hard to apply than I had expected.
16I prefer to make decisions on my possess, and then let other populace know what I've determined.
17I determine the subject most important to the decision, and then use those issue to evaluate my choices.
18I emphasize how confident I am in my decision as a way to increase bear for my plans.