Scenario: In a professional setting, The team was experiencing low employee morale and decreased productivity. The issue was whether the workplace environment and policies needed an overhaul to improve employee satisfaction and engagement. High turnover, poor collaboration, communication issues, micromanagement, few growth opportunities, lack of recognition, heavy workloads, and a negative atmosphere are all significant problems. Employee satisfaction and productivity suffer from a bad workplace environment with outdated policies, including poor communication, limited growth opportunities, work-life imbalance, unclear expectations, and lack of autonomy.Staff contributions are not adequately acknowledged. This has resulted in less motivation and participation.

1. Analysis of an Issue or Problem: Analyze the issue or problem and its potential solutions using your completed Module Two Decision Analysis Worksheet to support your analysis. Substantiate your claim by citing a minimum of one professional source.
2. Decision Traps: Using the list provided in the Module Two Decision Trap document as a guide, discuss the specific decision trap(s) you and/or your partners encountered during the decision-making process and the impact of those traps on the decision. Consider the following question to guide your response:
   • How could you or your partners have avoided any of the traps you fell into?
3. Synopsis of Learning: Summarize how critical analysis and evidence-based decision-making principles influenced your decision making for your selected problem. Consider the following question to guide your response:
   • What role do critical analysis and evidence-based decision-making principles play in program planning?

Provide references from year 2020-2025

IHP 670 Module Two Decision Traps

Use this list of different types of decision traps to help you share your experience or observations related tothe decision that was or is being made for your chosen issue in the Module Two Activity.

1. Plunging in: beginning to gather information and reach conclusions without first taking a few minutes to think about the issue
2. Frame blindness: setting out to solve the wrong problem because you have a mental framework for your decision; this framework causes you to overlook the best options or lose sight of important objectives
3. Lack of frame control:failing to consciously define the problem in more ways or being unduly influenced by the frames of other individuals
4. Overconfidence in your decision:failing to collect key factual information because you are too sure of your assumptions and opinions
5. Shortsighted shortcuts:relying inappropriately on rules of thumb; implicitly tracking the most readily available information and anchoring on convenient facts
6. Shooting from the hip:believing that you can keep straight in your head all the information you have discovered and therefore "winging it" rather than following a systematic procedure when making the final choice
7. Group failure:assuming that with many smart people involved, good choices will follow automatically and, therefore, failing to manage the group decision-making process (this process is also known as "group think")
8. Fooling yourself about feedback:failing to interpret the evidence from past outcomes for what it really sayseither because you are protecting your ego or because you are tricked by hindsight effects
9. Not keeping track:assuming that experience will make its lesson available automatically and failing to keep systematic records to track the results of your decisions
10. Failure to audit your decision process:failing organizational approach to understanding your own decision making, so you remain constantly exposed to all the other nine decision traps

Reference

Olivant, J. (2017, November 14). Decision traps: Ten barriers to brilliant decision making. Business Coaching Hull East Yorkshire.https://www.johnolivant.com/2017/11/14/decision-traps-ten-barriers-to-brilliant-decision-making