A632.1.4.RB_ashbrookrichard

A632.8.3.RB - Reflections on the Cynefin Framework   Create a reflection blog based on critically thinking about how the Cynefin Framework can benefit your decision-making. Consider the chart on page 7 of the HBR article A Leader's Framework for Decision Making and discuss decision-making in multiple contexts; include two specific examples of decisions in multiple contexts that you have made. Detail the considerations from the various contexts that influenced your decision.   Critically assess the Cynefin Framework and describe 5 ways it can provide an improved context for decision making. Example of Cause and Effect Think about when you woke up today. Likely, you were probably woken up by the sound of an alarm clock. The loud sound of the alarm was the cause. Without the alarm, you probably would have overslept. In this scenario, the alarm had the effect of you waking up at a certain time. This is what we mean by cause and effect. Clarifying the decision context i

A632.7.3.RB - Collaborative Decision Making Reflect on the role of collaboration and getting to resolution in the process of decision-making. Rarely, if ever, do our decisions affect only ourselves. Consider the importance of getting other stakeholders involved; how can they help you make a better decision for all?   Recall a specific situation where you are faced with deciding; within the context of the information in this module’s reading, describe the process you went through and the outcome you were seeking. How did stakeholder involvement help you make a better decision?   If stakeholders were not involved, could they have been? Would that have led to a better resolution? Did you achieve your objective(s)? Identify 3 ways you may use this learning experience to make better decisions in the future. Managing Stakeholders: Too Many Slows Progress, Too Few Stifles Objectives I was the lead instructor for CommutAir own by United Airlines. We had a student that was having

A632.4.4.RB - Deception in Negotiations During negotiations, people often misrepresent information to gain at least a temporary advantage. For example, a seller may fabricate existence of another interested buyer or a buyer may misrepresent the price and availability of an item from a different vendor. Reflect on deceptions in negotiations and describe four ways to reduce your vulnerability to deception during negotiations. Relate an example of a recent negotiation in which you were misled and one in which you may have overstated a claim. In the case of the overstatement, how far would you have gone, or did you go, to leverage your position? There are many different negative methods used during negotiation and some are generally more acceptable than others. Anton (1990) describes four strategies that are used. In order of acceptability these are: misrepresentation, bluffing, deception and falsification. Misrepresentation occurs in negotiation where a person deliberatel

A632.6.3.RB - The High Cost of Conflict As you have read, much of Levine’s work depends upon having a keenly developed ability to listen. Often, we are so busy developing our own stories, we fail to listen actively to that which we are being told, intent only on verbalizing our own personal stories. Think about the last time you “really listened” to someone else and gave them time to “get their story out”. How different was that experience from your normal communications? What did you learn? Record your experiences in this RB. If you are unable to recall such a situation, find a time/place this week to practice active listening and report on that. Air traffic control (ATC) is responsible for providing crucial information to pilots around busy airports. They communicate with pilots on designated radio frequencies to keep airport operations running smoothly and safely. 1. If a controller gives a pilot an instruction, he or she will prefix it with the aircraft's identifi

A632.5.4.RB - How Protected are Your Protected Values? In the Hoch text, based on Irwin and Baron's discussions on protected Values (pgs.251 ff.), reflect on three of your major protected values, support those values with at least three major beliefs and show the pros and cons of each belief in terms of trade-offs you are willing to make to support or not support that belief. How do these Protected Values potentially affect your own decision making? Do you feel as strongly about them as you did when you began this exercise? My three protected values are standard operating procures (SOP’s), crew resource management (CRM), and intuition these values are all associated with my job in the aviation field. SOP They ensure that aircraft are flown correctly in accordance with the manufacturers guidelines, but also it allows 2 pilots that have never met before who may be from different crew bases and different cultures or backgrounds to fly together as a flight crew team

A632.4.4.RB - Deception in Negotiations During negotiations, people often misrepresent information to gain at least a temporary advantage. For example, a seller may fabricate existence of another interested buyer or a buyer may misrepresent the price and availability of an item from a different vendor. Reflect on deceptions in negotiations and describe four ways to reduce your vulnerability to deception during negotiations. Relate an example of a recent negotiation in which you were misled and one in which you may have overstated a claim. In the case of the overstatement, how far would you have gone, or did you go, to leverage your position? There are many different negative methods used during negotiation and some are generally more acceptable than others. Anton (1990) describes four strategies that are used. In order of acceptability these are: misrepresentation, bluffing, deception and falsification. Misrepresentation occurs in negotiation where a person deliberatel