Republic of the Philippines

UNIVERSITY OF EASTERN PHILIPPINES

University Town, Catarman Northern Samar

College of Arts and Communication

Department of Criminology

CHARACTER
FORMATION 2
(Leadership, Decision Making,
Management and
Administration)

Module 6

Prepared by:

ROSAN E. DITCHE, RCrim

1
OVERVIEW

Decision-making can be
seen as problem-solving
process that generates a
solution that is considered to
be ideal or at least acceptable.
For criminal justice, decision
making requires more than
decision-making requires more
than studying the rules and
applying them to individual
cases. Decisions are based on
discretion, that is, the exercise
of human judgment in order to
make decisions about alternative
courses of action.

Module 6 covers the concepts of decision-making, the decision-making

characteristics, techniques, approaches and models, decision-making models in
criminal justice and traits and values in decision-making.

OBJECTIVES:

After going through this module, you

are expected to:

1. Know the concepts of decision-

making;
2. Identify and recognize precisely the
decision-making characteristics,
techniques, approaches and models;
3. Distinguish the decision-making models in criminal justice and;
4. Identify the various traits and values in decision-making.

2
Basic Concepts to Ponder

DECISION-MAKING
Decision-making Concepts
- Decision-making is a mechanism that can be
more or less logical or irrational and based on overt or
implicit knowledge and beliefs. In dynamic decision-
making process, implicit information is often used to fill
holes. Typically, all implicit and explicit of these forms
of information are used together in the decision-
making process. A significant part of the decision-making involves evaluating a finite
range of alternatives that are defined in terms of evaluative criteria.
So the challenge would be to rate these alternatives in terms of how appealing
they are to the decision-maker while considering all the criteria at the same time.
Another objective may be to find the best alternative or to assess the relative overall
value of each alternative when all the parameters are simultaneously considered.

Characteristics of Decision-Making
 Objectives has to be set first.
 Requirements must be graded and placed in order or importance.
 We need to build alternate acts.
 The alternatives must be measured against all targets.
 Tentative decision is the option which can accomplish all the objectives.
 The tentative decision is evaluated for more possible consequences.
 The preliminary decision is reviewed for more potential implications.
 Decisive action is taken and further action is taken to avoid any negative
effects from being issues and to continue all processes all over again.
 There are usually followed steps leading to a decision model that could be
used to assess an optimal production schedule.

The Nine (9) Characteristics of a Good Decision

1. Decisions positively impact others.
2. Decisions are replicable.
3. Decisions foster opportunity. (Empowers others to act)
4. Decisions include others.
5. Decisions are executable.
6. Decision is systematic.
7. Decisions are accountable.
8. Decisions are pragmatic.
9. Decisions involve self-awareness.

3
Decision-Making Techniques
Decision-making techniques can be separated into two broad categories:
1. Group decision-making techniques- also known as “collaborative decision-
making” is a situation faced when individuals collectively make a choice from the
alternatives before them. The decision is then no longer attributable to any single
individual who is a member of the group. This is because the result applies to
certain systems of individuals and social classes such as social power. Community
decisions often vary from those taken by individuals.
2. Individual decision-making techniques- in general, a person takes prompt
decisions. When in a group, keeping any person responsible for a wrong decision is
not easy. Human decision taking usually saves time, resources and energy as
individuals make timely and rational choices. Although taking group decision takes a
lot of time, money and energy.

Decision Making Approaches

We make the majority of the decisions as individuals. It is important to look at
the approaches that we follow in our individual decision-making in the effort to take
successful decisions.
1. Rational or Analytical Approach
 Exemplified by systematic decision-making.
 Defines upfront success factors.
 Looks for details and objectively explores how each solution meets each
success factor.
 Decision-making is organized and decisions can be taken under the
assumption of the desired solutions except for major unforeseeable or
unpredictable incidents.
 Considerations of the implications of the final decision.
2. Intuitive decision making Approach
 Relying on emotions and feelings.
 Careful planning is not possible or not desired.
 People will point to a “gut feeling” or “hunch” as the cause for a choice,
reflecting that explanation is not accessible through conscious thought.
3. Random or Chance Approach
 In this approach a decision is made on impulse, without thought.
 Flipping a coin or using a “decision wheel” would be representative of
employing this approach.
 It is sometimes considered a dependent style because this approach can
promote denial of responsibility.

4
Decision Making Approaches a consequence of personality
Any of our emotional and thought processes can be defined by personality, so
it’s natural to assume our preferred approach to decision making is a feature of
personality.

Suggestions for Improvement

Rational or Analytic Decision-maker
 Have ready a decision-making process that you know works. This helps you to
jump directly through a decision-making phase without having to postpone
deciding the steps you will be taking.
 Gain knowledge of pitfalls and prejudices in decision taking so they can be
avoided when making a decision.
Intuitive Decision-maker
 Ask or accept broad questions well in advance of a decision. It helps the
unconscious mind to work behind the scenes to provide ideas and suggestions
for a decision.
 Know where your intuition is working and not. Intuition works best in places we
have a great deal of expertise in.
 Increasing reflection.
 Play games which involve decision-making. Games that simulate life choices
provide a low-risk environment where patterns can be formed to improve
intuition.
Random or Chance Decision-maker
 Improve awareness and appreciation. Recognizing positive results as they
arise increases the probability of successful outcomes.
 Apply know-how. It will increase the basis for understanding good
opportunities versus bad ones.
 Know the risks and the uncertainties. Choosing where the chances are in your
favor, is a smart way to maximize positive results.

DECISION MAKING MODELS IN

CRIMINAL JUSTICE
For criminal justice, decision-making
requires more than studying the rules and
applying them to individual cases.
Decisions are based on discretion, that is,
the exercise of human judgment in order
to make decisions about alternative
courses of action.
Professionals in criminal justice
have little time to make important
5
decisions which may be the difference between life and death. While there is no
decision-making process that is fool proof, training, conditioning and practice among
criminal justice leadership can help these professionals react more rationally and
strategically in the heat of the moment.

Decision making challenges for Criminal Justice Professional

Events of over-exposure, which are characterized as unpredictable, erratic,
volatile and under conditions of high stress, impair the capacity of a criminal justice
professional to make a reasonable, rational decision. Criminal justice practitioners
will experience a lag period in their decision-making skills during these events. Many
obstacles called psychological prisons may also have a negative impact on the
willingness of a police officer to take decisions.

The Consequence of Making the Wrong Decision

 Loss of life
 Departmental or jurisdictional administrative costs.
 Negative media attention and public opinion.
 Demotion in position and/ or loss of job.
 Post-traumatic stress disorder (PTSD), family problems and other
psychological concerns.
Due to the aforementioned consequences, it is important that criminal justice
leadership provide the training needed to make reliable, ethical decisions in all
circumstances.

Recommendations for an Effective Decision Making On The Job

Scenario-based conditioning and preparation are required to prepare criminal
justice personnel to take critical duty-focused decisions. Simulators for police
training are constantly dependent on criminal justice experts to refine the decision-
making capabilities of officers as finely as possible. In a built use-of-force scenario,
some simulators also require trainees to experience near-misses or an impact. This
will bring a truly comprehensive experience.
In addition to simulator training, there are other tips that criminal justice
practitioners may apply to their decision-making processes, which can save a life
like:

 To increase the number of options, look at a problem from multiple

viewpoints and angles.
 Assess the situation with a view to recognizing threats and non-threats;
seek to make rational decisions about how to respond accordingly.
 Visualize the way situations play out before they act. Challenge
assumptions about a situation.
 Seek support and advice from colleagues in circumstances that require it.
 Make choices about the most important information, and seek to commit it
to memory.
6
  Be mindful of and accept the feelings before making a conscious move to
make rational decisions.
 Practice verbal and non-verbal communication skills with colleagues to
communicate information about how to respond to a situation.

Decision Making Styles in Management and Administration

Four Styles of Decision Making
1. Directive decision-making – usually a policy decision-maker sorts out the pros
and cons of a situation based on what they already know. Decision-makers in the
directive are very rational and have little tolerance for uncertainty. Instead of going
to others for more detail, their decisions are rooted in their own intelligence,
experience and reasoning. The upside to this style is that decision-making is fast,
ownership is transparent, and no extra communication is needed. Often, however,
directive decisions can be taken impulsively, without all the necessary details.
2. Analytic decision-making – before taking action, strategic decision-makers
analyze a lot of details. Analytic leaders, for example, rely on direct observation,
data and facts to back their decisions. Like decision-makers in the guideline,
however, an analytic decision maker may seek information and advice from others
to affirm or refute their own expertise. These decision-makers have a high degree of
uncertainty tolerance and are extremely adaptable but they prefer to monitor certain
aspects of the decision process. This style is a well-rounded decision-making
strategy that can be time-consuming.
3. Conceptual decision-making – compared with the guideline or empirical
approaches, the relational decision-making process takes a more collaborative
approach. Conceptual decision-makers promote innovative thinking and teamwork
and take a wide variety of viewpoints into consideration. These decision-makers are
based on success and want to look well into the future when it comes to making
critical decisions.
4. Behavioral decision-making – behavioral decision-seek to make sure that
everyone is working together well. Like the conceptual method, behavioral decision-
is group-oriented; however, the community is given the choices available to them,
rather than brainstorming alternative solutions. From there the community will
discuss each choice’s pros and cons. This decision-making method takes into
account several different viewpoints and views in the process.

TRAITS AND VALUES IN DECISION-MAKING

Decision-Making and Personality Traits
Personality characteristics have a much greater role to play in decision taking
than what you would expect. Some people are indecisive, because of their very
existence. They find most decisions quite difficult to make. These people I also find
very committed to the decision when they do. I am sure you know this kind of
people. Others make choices way too easily without taking into account all the
consequences. Those are more impulsive people.
What you respond specifically to the environment will influence your decision-
making process, making your decision-making process special as well. There are

7
many ways in which we can explain how we respond to the environment, but one
easy way is to suggest we respond from the brain, heart or gut. Your personality will
determine whether you approach decisions in a rational or emotional manner.
A successful decision is made with the alignment of the three eyes, heart and
gut or, as defined in the holistic decision-making strategy, when the three are finally
in harmony.
It’s all tough decisions. There is no way this gets out. However, by getting an
approach and knowing how our attitude influences our decision we can make them
a little easier.

DECISION-MAKING MODELS
Based on the perspective the researcher takes on the role that culture plays in
decision-making, one of the following models is used to think about and forecast
behavioral trends in decision-making in a given community:
1. The Universal Model. Typically, the scientists who use this model believe there
is only a small difference in how people from different cultures make their choices.
The findings obtained from one party are usually related to humans.
2. The Dispositional Model. The adherents of the dispositional view recognize
decision-making differences are cross-cultural and support the cause of cross-
cultural study. They assume that the variations found in the studies reflect the
omnipresence of cultural inclinations in individuals ‘minds, and are expected to
appear in all situations and situational contexts.
3. The Dynamic Model. Adherents of this view often consider cross-cultural
variations. They view cultural knowledge not as a monolithic construct that is
continuously present, but as a collection of discrete knowledge that is operational as
a function of the situation. We also promote the development and testing of complex
models reflecting the processes by which culture influences decision-makers.

The conditions accelerating or hindering the salience of cross-cultural

differences in decision-making
1. Priming - the automatic cognition literature indicates behavior is influenced by
exposure to elements of the social environment in a manner that occurs below
consciousness or purpose. We know from the common schematic representations
of a certain society, the stereotyped behaviors that later affect our decisions. When
a person is prepared with a definition, often through an implied order to think about
it, it stimulates all forms of relevant knowledge and affects decision taking.
2. Time Pressure- cultural and personal information is accessible to all through
cultures. Cultural knowledge appears to represent a broad sampling of the events in
life, whereas personal knowledge is more based on individual or atypical
experiences. The other difference between their accessibility is the cultural and
personal awareness. Cultural community participants are prepared day after day
with a collection of values, behaviors, and behavioral habits that contribute to
building up and storing cultural awareness. Cultural awareness is therefore very
available even under a heavy cognitive load of work. Personal awareness is a
record of a particular event and is not replicated in too many ways. That is why a
concerted attempt is required to access it, which takes more time and effort.
8
 Independent individuals are expected to react better to information based on
promotion, whereas individuals with interdependent self-construction are assumed
to respond better to information based on prevention.
3. Peer Pressure- individuals in collectivist societies are less likely to behave when
they do not encounter social pressure according to their cultural values. According
to what collectivist culture dictates, Japanese and Chinese students are more likely
to decide, compared to American and Italian students, whether they will eat in fast-
subject to the norms adopted in their societies, and less likely to make choices
dependent on their personal attitudes. This peculiarity, however, is much more
salient when they make plans for eating with their friends, and less salient when
they decide to eat alone in a fast food restaurant. The probability that they will
behave based on their attitudes increases dramatically according to the above
situation.

Hello!

Are you done reading the module? If NO, keep reading! You can do
it! If YES, did you have fun? Congratulations! You did great! You’re
finally done with the SIXTH module. See you on the Last Module!

9
REFERENCES:

Caballero, Nicholas S. Ph. D and Liza Joy B.

Barican, MSCrim, Character Formation 2
(Leadership, Decision Making, Management and
Administration). Wiseman’s Books Trading, Inc.
2021.

www.characterformationleadershipdecisionmakingmanagementandadministration.co
m.ph
www.leadershipinlawenforcement.gov.ph

10
 LEARNING EXERCISE 6
In CFLM 2 (Leadership, Decision Making, Management and Administration)

ESSAY
Directions: Answer the following: 10 points each.

1. Discuss the nine (9) characteristics of a good decision.

2. Discuss the consequences of making the wrong decision as a challenge of

decision-making for criminal justice.

ANSWERS KEY:

ASSESSMENT

LEARNING EXERCISE 6

11
Answers vary based on students understanding on the following:

1. Discuss the nine (9) characteristics of a good decision.

2. Discuss the consequences of making the wrong decision as a challenge of

decision-making for criminal justice.

12