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Related Concept Videos

Decision Making01:20

Decision Making

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Decision-making is a fundamental cognitive process that involves evaluating alternatives and selecting among them. This process can range from simple choices, such as deciding what to wear, to complex decisions, like choosing a major in college or a career path. The complexity of the decision often dictates the approach we use, which can be broadly categorized into two types: automatic and controlled decision-making.
Automatic decision-making is fast, intuitive, and relies on gut feelings...
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Decision Making: Traditional Method01:14

Decision Making: Traditional Method

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The process of hypothesis testing based on the traditional method includes calculating the critical value, testing the value of the test statistic using the sample data, and interpreting these values.
First, a specific claim about the population parameter is decided based on the research question and is stated in a simple form. Further, an opposing statement to this claim is also stated. These statements can act as null and alternative hypotheses, out of which a null hypothesis would be a...
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Decision Making: P-value Method01:09

Decision Making: P-value Method

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The process of hypothesis testing based on the P-value method includes calculating the P- value using the sample data and interpreting it.
First, a specific claim about the population parameter is proposed. The claim is based on the research question and is stated in a simple form. Further, an opposing statement to the claim  is also stated. These statements can act as null and alternative hypotheses:  a null hypothesis would be a neutral statement while the alternative hypothesis can...
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Reason and Intuition01:37

Reason and Intuition

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The human brain processes information for decision-making using one of two routes: an intuitive system and a rational system (Epstein, 1994; popularized by Kahneman, 2011 as System 1 and System 2, respectively). The intuitive system is quick, impulsive, and operates with minimal effort, relying on emotions or habits to provide cues for what to do next, while the rational system is logical, analytical, deliberate, and methodical. Research in neuropsychology suggests that the...
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Frustration and Conflict: Avoidance-Avoidance, Double-Approach Avoidance01:14

Frustration and Conflict: Avoidance-Avoidance, Double-Approach Avoidance

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Avoidance-avoidance conflict refers to a psychological situation where a person must choose between two or more unpleasant alternatives. These conflicts are particularly stressful because neither option is desirable. This dilemma is often expressed in sayings like "caught between a rock and a hard place" or "between the devil and the deep blue sea." For instance, individuals who fear dental procedures may find themselves torn between enduring a painful toothache or facing the...
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The Anchoring-and-Adjustment Heuristic01:25

The Anchoring-and-Adjustment Heuristic

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In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. However, sometimes, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the...
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Operant Protocols for Assessing the Cost-benefit Analysis During Reinforced Decision Making by Rodents
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Decisions, decisions.

A A Parrish1

  • 1RCN Society of Mental Handicap Nursing.

Nursing Standard (Royal College of Nursing (Great Britain) : 1987)
|May 31, 2016
PubMed
Summary
This summary is machine-generated.

Many managers struggle to adapt to new management styles required for community-based mental handicap services. This inability raises concerns about the quality of senior leadership in these evolving care settings.

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Area of Science:

  • Healthcare Management
  • Disability Services
  • Social Work

Background:

  • Shift from institutional care to community-based living for individuals with mental handicaps.
  • Emergence of new management paradigms required for non-institutional settings.

Purpose of the Study:

  • To examine the challenges senior managers face in adapting to new management styles.
  • To assess the impact of management adjustment on the quality of care services.

Main Methods:

  • Qualitative analysis of management roles in community-based services.
  • Assessment of leadership competencies in the context of deinstitutionalization.

Main Results:

  • Significant difficulties observed in managers' transition to community-oriented service management.
  • Inconsistent quality of senior management identified as a barrier to effective service delivery.

Conclusions:

  • The quality of senior management is critical for successful deinstitutionalization.
  • Targeted training and support are needed to equip managers for evolving roles in disability services.