![REFERENCES
• Papathanasiou IV, kleisiaris CF, fradelos EC, kakou K, kourkouta L.
Critical thinking: the development of an essential skill for nursing
students. Acta inform med. 2014 aug;22(4):283-6. Doi:
10.5455/aim.2014.22.283-286. Epub 2014 aug 21. Pmid: 25395733;
pmcid: pmc4216424.
• 7 Important Steps of the Decision Making Process [2022] • Asana
• Leadership roles and management functions in nursing : theory and
application / Bessie L. Marquis, RN, MSN, Professor Emerita of
Nursing, California State University, Chico, California, Carol J.
Huston, RN, MSN, DPA, FAAN, Professor Emerita of Nursing,
California State University, Chico, California.
• Problem solving for managers (no date) Free Management Research
Library of White Papers, Magazines, Reports, and eBooks. Available
at:
https://free-management-ebooks.tradepub.com/free/w_frec146/prgm.
cgi?a=1 (Accessed: December 27, 2022).](https://image.slidesharecdn.com/criticalthinking-240908142819-cc88bb4c/85/Critical-Thinking-Problem-Solving-and-Decision-Making-52-320.jpg)
Critical Thinking, Problem Solving, and Decision Making
- 1. Critical Thinking, Problem Solving, and Decision Making MSN 60625 Organizational and Systems Leadership in Healthcare Prepared by: Sakna Habobi Shaimaa Al-Sanona Areej Al-Rawiliy Zahra Albagshi
- 3. What Is Thinking? Thinking is the way that the mind makes sense of the world
- 5. Critical Thinking CRITICAL THINKING IS DEFINED AS THE MENTAL PROCESS OF ACTIVELY AND SKILLFULLY PERCEPTION, ANALYSIS, SYNTHESIS AND EVALUATION OF COLLECTED INFORMATION THROUGH OBSERVATION, EXPERIENCE AND COMMUNICATION THAT LEADS TO A DECISION FOR ACTION. CRITICAL THINKING IS A MULTIFACETED AND COMPLEX CONCEPT “BASED ON REASON AND REFLECTION, KNOWLEDGE, AND INSTINCT DERIVED FROM EXPERIENCE.” (CATALANO, 2000)
- 6. . CRITICAL THINKING SKILLS 1- Observation :The ability to notice and predict opportunities, problems and solutions. 2- Analysis: The gathering, understanding and interpreting of data and other information 3- Inference: Drawing conclusions based on relevant data, information and personal knowledge and experience. 4- Communication: Sharing and receiving information with others verbally, nonverbally and in writing. 5- Problem solving :The process of gathering, analysing and communicating information to identify and Troubleshoot solutions.
- 7. Levels of Critical Thinking in Nursing •Basic Critical Thinking At the basic level of critical thinking a learner trusts that experts have the right answers for every problem. Thinking is concrete and based on a set of rules or principles
- 8. •Complex Critical Thinking Complex critical thinkers begin to separate themselves from experts. They analyze and examine choices more independently. The person’s thinking abilities and initiative to look beyond expert opinion begin to change. A nurse learns that alternative and perhaps conflicting solutions exist. •Commitment The third level of critical thinking is commitment (Kataoka-Yahiro and Saylor, 1994). At this level a person anticipates when to make choices without assistance from others and accepts accountability for decisions made
- 10. What Is The Characteristics Of Critical Thinker?
- 12. Improving Critical Thinking Identify goals. Determine what knowledge is required. Determine the amount of time available for decision making Identify available resources. Recognize factors that may influence decision making.
- 13. “No action is performed without critical thinking.” (Rubenfeld & scheffer, 1999) Remember How to critically think (in nursing) https://www.bing.com/videos/search? q=critical+thinking+in+nursing+video&&view=detail&mid=49859 D69977468109A9E49859D69977468109A9E&&FORM=VRDGAR& ru=%2Fvideos%2Fsearch%3Fq%3Dcritical%2Bthinking%2Bin %2Bnursing%2Bvideo%26FORM%3DHDRSC3
- 14. Problem Solving •“Most people spend more time and energy going around problems than in trying to solve them.” •Henry Ford
- 15. PROBLEM SOLVING Problem solving is part of decision making and is a systematic process that focuses on analyzing a difficult situation. •Problem solving always includes a decision-making step.
- 16. Traditional Problem- Solving Process One of the most well-known and widely used problem-solving models.
- 17. The 4 Stages for Problem Solving 1. Understanding the challenge 2. Brainstorming 3. Picking the best strategy 4. Deploying the solution
- 18. You Can’t Solve a Problem Using the Same Kind of Thinking That Created It In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing. Theodore Roosevelt Do not put a band aid – Solve the root of the problem
- 19. Barriers to Problem Solving A problem-solving barrier is something that stops people finding a successful solution to a problem. These barriers are often caused by cognitive blocks – how we think and feel – as well as by practical social and physical blocks. CAUSE BARRIERS TO PROBLEM SOLVING
- 20. What Causes These Barriers?
- 21. Decision making •Decision making is a complex, cognitive process often defined as choosing a particular course of action. BusinessDictionary.com (2016, para. 1) •defines decision making as “the thought process of selecting a logical choice from the available options.” This implies that doubt exists about several courses of action and that a choice is made to eliminate uncertainty •It is the last step in the problem-solving process
- 23. •Decision making can be learned through life experience, not everyone learns to solve problems and judge wisely by this trial-and- error method because much is left to chance. Some educators feel that people are not successful in problem solving and decision making because individuals are not taught how to reason insightfully from multiple perspectives.
- 24. The 7 steps of the decision-making process Step 1: Identify the decision that needs to be made •When you're identifying the decision, ask yourself a few questions: •What is the problem that needs to be solved? •What is the goal you plan to achieve by implementing this decision? •How will you measure success? These questions are all common goal setting techniques that will ultimately help you come up with possible solutions. When the problem is clearly defined, you then have more information to come up with the best decision to solve the problem
- 25. Step 2: Gather relevant information Gathering information related to the decision being made is an important step to making an informed decision. Effective decision making requires information from many different sources. Step 3: Identify alternative solutions This step requires you to look for many different solutions for the problem at hand. When you have collected relevant information, the next step is searching for probable solutions to the problems discovered. There is usually more than one solution available. This step involves listing down all the probable solutions for further consideration.
- 26. Step 4: Weigh the evidence In this step, according to management experts Phil Higson and Anthony Sturgess, you’ll need to “ evaluate for feasibility, acceptability and desirability” to know which alternative is best. Managers need to be able to weigh the pros and cons, then select the option that has the highest chance of success There are a few common ways you can analyze and weigh the evidence of options: •Pros and cons list •SWOT analysis •Decision matrix
- 27. Step 5: Choose among the alternatives •The next step is to make your final decision. Consider all of the information you've collected and how this decision may affect each stakeholder. •Sometimes the right decision is not one of the alternatives, but a blend of a few different alternatives. Effective decision-making involves creative problem solving and thinking out of the box.
- 28. Step 6: Take action •Once the final decision maker gives the green light, it's time to put the solution into action. Take the time to create an implementation plan . Then it’s time to put your plan into action and monitor progress to determine whether or not this decision was a good one.
- 29. Step 7: Review your decision and its impact (both good and bad) •Once you’ve made a decision, you can monitor the success metrics you outlined in step 1. This is how you determine whether or not this solution meets your criteria of success. •An often-overlooked but important step in the decision making process is evaluating your decision for effectiveness. Ask yourself what you did well and what can be improved next time.
- 30. Managerial Decision-Making Models Managerial Decision-Making Models To address the weaknesses of the traditional problem-solving process, many contemporary models for management decision making have added an objective-setting step. These models are known as managerial decision-making models or rational decision- making models.
- 31. •A problem solvers must identify the decision to be made, who needs to be involved in the decision process, the timeline for the decision, and the goals or outcomes that should be achieved. Identifying objectives to guide the decision making helps the problem solver determine which criteria should be weighted most heavily in making their decision. Most important decisions require this careful consideration of context. In the first step
- 32. In step 2 Problem solvers must attempt to identify as many alternatives as possible. Alternatives are then analyzed In step 3 Often using some type of SWOT (strengths, weaknesses, opportunities, and threats) analysis. Decision makers may choose to apply quantitative decision-making tools, such as decision-making grids and payoff tables to objectively review the desirability of alternatives
- 33. In step 4 Alternatives are rank ordered on the basis of the analysis done in step 3 so that problem solvers can make a choice. In step 5 Aplan is created to implement desirable alternatives or combinations of alternatives. In the final step, challenges to successful implementation of chosen alternatives are identified and strategies are developed to manage those risks. An evaluation is then conducted of both process and outcome criteria, with outcome criteria typically reflecting the objectives that were set in step 1.
- 34. •The nursing process, developed by Ida Jean Orlando in the late 1950s, provides another theoretical system for solving problems and making decisions. The Nursing Process
- 35. Although the process was designed for nursing practice with regard to patient care and nursing accountability, it can easily be adapted as a theoretical model for solving leadership and management problems.
- 36. Types Of Decision Making Models •Rational decision making models This type of decision making model is the most common type that you'll see. It's logical and sequential. When your decision has a big impact on your team and you need to maximize outcomes, this is the type of decision making process you should use. It requires you to consider a wide range of viewpoints with little bias so you can make the best decision possible.
- 37. Intuitive decision making models •This type of decision making model is dictated not by information or data, but by gut instincts. This form of decision making requires previous experience and pattern recognition to form strong instincts. •There are theorists who suggest that intuition should always be used as an adjunct to empirical or rational decision- making models. Experienced (expert) nurses often report that gut-level feelings (intuition) encourage them to take appropriate strategic action that impacts patient outcomes (Payne, 2015), although intuition generally serves as an adjunct to decision making founded on a nurse’s scientific knowledge base
- 38. The creative decision making model involves collecting information and insights about a problem and coming up with potential ideas for a solution, similar to the rational decision making model. Creative decision making model
- 39. 4 .Decision Making Styles 1- Authoritative what decision style is it when: the leader makes all the decisions without seeking assistance? May be seen in emergencies 2-consultative what decision style is it when: the leader seeks input and involves employees before making the decision yet makes the final decision alone
- 40. 4 .Decision Making Styles 3- Joint Decision Making what decision style is it when: leader and followers work together to reach a shared decision. Employees have as much influence as the leader and everyone has one vote including the leader 4- Delegative what decision style is it when: only the group is involved in the decision, the leader gives up control over the decision? May be seen with lunches or floating, and good for conflict resolution
- 41. Critical Elements in Decision Making 1 Define objectives clearly. 2 Gather data carefully. 3 Take the time necessary. 4 Generate many alternatives 5 Think logically. 6 Choose and act decisively.
- 42. SHARED DECISION MAKING The inclusion of staff nurses in decision making related to patient care and work methods at the unit and organizational levels. Requires nurse leaders and managers to involve staff nurses in decisions about hiring, scheduling, and performance evaluations (appraisals), as well as include them in general unit discussions (Graham-Dickerson et al., 2013). Nurses engaged in shared decision making are empowered to provide effective, efficient, safe, and compassionate quality care and have opportunities for ongoing professional growth & development (ANA, 2015b). is a positive factor in job satisfaction and nurse recruitment and retention
- 43. Summary with Problem Solving & Decision Making There may not always be a problem, but it always involves selecting one of several alternatives, each of which may be appropriate under certain circumstances.-Both require critical thinking1)Problem Solving: diagnosing problem & solving it2)Decision Making: may or may not be a problem; always involves choices of alternative solutions.
- 44. The inclusion of staff nurses in decision making related to patient care and work methods at the unit and organizational levels. tps://www.bing.com/videos/search? &q=what+is+the+decision+making&view=d etail&mid=58357EA5BA5652D4EE0E58357 EA5BA5652D4EE0E&FORM=VIRE&form=VD RVRV&ajaxhist=0
- 45. Which of these patient scenarios is most indicative of critical thinking? A.Administering pain relief medication according to what was given last shift B. Asking a patient what pain relief methods, pharmacological and nonpharmacological, have worked in the past C. Offering pain relief medication based on physician orders D. Explaining to the patient that his reports of severe pain are not consistent with the minor procedure that was performed
- 46. Professional nurses are responsible for making clinical decisions to? a. Prove traditional methods of providing nursing care to patients. b. Take immediate action when a patient's condition worsens. c. Apply clear textbook solutions to patients' problems. d. Formulate standardized care plans for groups of patients
- 47. Which of the following demonstrates a nurse utilizing self- reflection to improve clinical decision making? a.Uses an objective approach in all situations b. Obtains data in an orderly fashion c. Improves a plan of care while thinking back on interventions performed d. Provides evidence-based explanations for all nursing interventions
- 48. A new graduate nurse will make the best clinical decisions by applying the components of the nursing critical thinking model and which of the following? a. Drawing on past clinical experiences to formulate standardized care plans b. Relying on recall of information from past lectures and textbooks c. Depending on the charge nurse to determine priorities of care d. Using the nursing process
- 49. The patient appears to be in no apparent distress, but vital signs taken by assistive personnel reveal an extremely low pulse. The nurse then auscultates an apical pulse and asks the patient whether he has any complaints or a history of heart problems. The nurse is utilizing which critical thinking skill? a. Interpretation b. Evaluation c. Self-regulation d. Explanation
- 50. The nursing student can best develop critical thinking skills by doing which of the following? a. Studying 3 hours more each night b. Actively participating in all clinical experiences c. Interviewing staff nurses about their nursing experiences d. Attending all open skills lab opportunities
- 51. Key Answer Q1: B Q2: B Q3: C Q4: D Q5: A Q6: B
- 52. REFERENCES • Papathanasiou IV, kleisiaris CF, fradelos EC, kakou K, kourkouta L. Critical thinking: the development of an essential skill for nursing students. Acta inform med. 2014 aug;22(4):283-6. Doi: 10.5455/aim.2014.22.283-286. Epub 2014 aug 21. Pmid: 25395733; pmcid: pmc4216424. • 7 Important Steps of the Decision Making Process [2022] • Asana • Leadership roles and management functions in nursing : theory and application / Bessie L. Marquis, RN, MSN, Professor Emerita of Nursing, California State University, Chico, California, Carol J. Huston, RN, MSN, DPA, FAAN, Professor Emerita of Nursing, California State University, Chico, California. • Problem solving for managers (no date) Free Management Research Library of White Papers, Magazines, Reports, and eBooks. Available at: https://free-management-ebooks.tradepub.com/free/w_frec146/prgm. cgi?a=1 (Accessed: December 27, 2022).
Editor's Notes
- #7: . For example, as a nursing student you use a hospital procedure manual to confirm how to insert a Foley catheter. You likely follow the procedure step by step without adjusting it to meet a patient’s unique needs (e.g., positioning to minimize the patient’s pain or mobility restrictions). You do not have enough experience to anticipate how to individualize the procedure. At this level answers to complex problems are either right or wrong (e.g., when no urine drains from the catheter, the catheter tip must not be in the bladder), and one right answer usually exists for each problem. Basic critical thinking is an early step in developing reasoning (Kataoka-Yahiro and Saylor, 1994). A basic critical thinker learns to accept the diverse opinions and values of experts (e.g., instructors and staff nurse role models). However, inexperience, weak competencies, and inflexible attitudes can restrict a person’s ability to move to the next level of critical thinking.
- #8: Consider the case of Mr. Rosen, a 36-year-old man who had hip surgery. The patient is having pain but is refusing his ordered analgesic. His health care provider is concerned that the patient will not progress as planned, delaying rehabilitation. While discussing the importance of rehabilitation with Mr. Rosen, the nurse, Edwin, realizes the patient’s reason for not taking pain medication. Edwin learns that the patient practices meditation at home. As a complex critical thinker, Edwin recognizes that Mr. Rosen has options for pain relief. Edwin decides to discuss meditation and other nonpharmacological interventions with the patient as pain control options and how, when combined with analgesics, these interventions can potentially enhance pain relief. In complex critical thinking each solution has benefits and risks that you weigh before making a final decision. There are options. Thinking becomes more creative and innovative. The complex critical thinker is willing to consider different options from routine procedures when complex situations develop. You learn a variety of different approaches for the same therapy. As a nurse you do more than just consider the complex alternatives that a problem poses. At the commitment level you choose an action or belief based on the available alternatives and support it. Sometimes an action is to not act or to delay an action until a later time. You choose to delay as a result of your experience and knowledge. Because you take accountability for the decision, you consider the results of the decision and determine whether it was appropriate.
- #16: Although the traditional problem-solving process is an effective model, its weakness lies in the amount of time needed for proper implementation. This process, therefore, is less effective when time constraints are a consideration. Another weakness is lack of an initial objective-setting step. Setting a decision goal helps to prevent the decision maker from becoming sidetracked.