Get tunnel vision –is what happens when decision makers are under stress.

When decision makers are under stress, they can experience a variety of cognitive and behavioral effects, and one of these effects is tunnel vision. Tunnel vision refers to a narrowed focus of attention and thinking, where decision makers become excessively focused on a limited set of information or solutions. This narrow perspective can lead to an incomplete analysis of the problem and limited consideration of alternative options.

Under stress, decision makers may also exhibit the following tendencies:

1. Biased decision-making: Stress can lead to biased decision-making, where individuals rely on heuristics (mental shortcuts) or emotional factors rather than rational analysis. This can result in suboptimal or impulsive decisions.

2. Impaired judgment: Stress can impair judgment and critical thinking abilities. Decision makers may struggle to think clearly, evaluate risks accurately, or consider long-term consequences.

3. Reduced creativity: Stress can hinder creative thinking and problem-solving abilities. Decision makers may struggle to generate innovative solutions or think outside the box.

4. Increased reliance on familiar strategies: Under stress, decision makers may default to familiar or routine strategies rather than exploring new approaches. This can limit their ability to adapt to changing circumstances or find optimal solutions.

5. Inconsistent decision-making: Stress can lead to inconsistency in decision-making, with decision makers oscillating between different options or being indecisive due to heightened anxiety or pressure.

It is important for decision makers to be aware of the impact of stress on their decision-making processes and to actively manage stress levels to mitigate its negative effects. This can include employing stress reduction techniques, seeking support or input from others, and consciously practicing mindful decision-making techniques.

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Increased risk injury to victims or responders.- is not a effective result in a effective decision making in an emergency.

Group decision making is a good approach when: There is time for deliberation and consensus building.

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The steps to an analytical problem-solving model can vary depending on the specific framework or approach being used. However, a common model often includes the following steps:

1. Define the problem: Clearly identify and articulate the problem you are trying to solve. Understand the scope and boundaries of the problem.

2. Gather information: Collect relevant data, facts, and information related to the problem. This may involve conducting research, interviews, surveys, or analyzing existing data.

3. Analyze the information: Examine and analyze the gathered information to gain insights and identify patterns, trends, or potential causes of the problem. Use tools such as data analysis techniques, statistical methods, or visualizations to aid in the analysis.

4. Generate potential solutions: Brainstorm and generate a range of possible solutions to address the problem. Encourage creativity and consider different perspectives.

5. Evaluate the solutions: Assess and evaluate each potential solution based on predetermined criteria, such as feasibility, cost-effectiveness, impact, or alignment with goals. Compare the pros and cons of each solution.

6. Select the best solution: Based on the evaluation, choose the most appropriate and effective solution that is likely to solve the problem or provide the desired outcome.

7. Implement the solution: Develop an action plan and implement the chosen solution. Assign responsibilities, allocate resources, and establish a timeline for implementation.

8. Monitor and evaluate: Continuously monitor and evaluate the progress and effectiveness of the implemented solution. Make adjustments as needed and gather feedback to ensure the desired results are achieved.

It's important to note that this is a general framework, and different problem-solving models may have additional or slightly different steps.

Effective decision making in an emergency results in the following, EXCEPT FOR: Increased risk injury to victims or responders.

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Using the six-step problem-solving model, while implementing the solution, you should also: monitor progress and evaluate the decision.