Introduction

Decision making is an aspect that is incorporated in almost all sectors of the society ranging from

political, social and economic. In our learning, focus was on emergency management, a concept that refers to functions that are related to the creation of an appropriate framework within which individuals, communities, organizations, and the country will base their strategies when it comes to preventing, avoiding or mitigating the adverse effects associated with potential vulnerabilities, risks and hazards. In the context of disaster management, decision making is a key process that determines the success or failure of the implemented strategies. In this case, the paper will provide a reflection on what I have learned about the aspects that make a decision good or bad.

Journal reflection

According to Bennett and Gibson (2006), decision making is the specific action directed towards the

process of coming up with strategies geared towards solving a particular issue. In emergency management, response teams have to develop and implement appropriate and effective strategies that will enhance the success rate of recovering from a disaster in the best way possible. In our learning, it was established that good decisions address the necessary navigation tools. Bennett and Gibson (2006) explain that the tools of a good decision include an assessment of the issues pertaining to the problem that one seeks to solve (p. 3). According to him, one key factor to consider when making decisions is the perception of all involved parties. Parts of the situation that need to be considered for a decision to be deemed good include the information at ones disposal and the people who will be impacted by the decisions (Bennett and Gibson, 2006, p. 4).

On his part, Canton (2014) maintains the position that good decisions need to avoid traps such as the

need to sustain the status quo, poor time management, giving up and lastly, the trap of taking short-cuts (p.

27). Cantons reading elucidates that during times of crisis, leadership is tasked with the important responsibility of making good decisions that will avert the negative consequences of that particular crisis. Ideally, good decisions need to be based on a solid foundation that involves other steps such as recognition and isolation of the crisis in preparation for the decisions that will be made (Canton, 2014, p. 27). Another author who has contributed to the knowledge of the characteristics of a good decision is Gresser (2014) who alludes to the concept of ethics in decision making. According to him, a good decision should be aligned with good ethics since there is little benefit associated with immoral behaviors attributed to unethical decision making (p. 72). As such, proper moral judgment should be a key ingredient of a good decision.

Employing critical thinking from an analysis of the course content reveals that bad decisions have

negative consequences especially in times of emergencies. One trait that makes a decision bad in times of a disaster is poor incorporation of legal affairs in the decision-making process. Nicholson (2013) provides his school of thought that since managing emergencies is a creation of legal aspects, the law has to positively impact the process, rather than providing difficulties and barriers in regard to mitigating exposure to the law (p. 237). A bad decision does not understand nor does it comply with legal standards. In contrast, a good decision makes legal considerations when arriving at a key decision in response to a disaster. Nicholson (2013) acknowledges that there are challenges that decision-makers face in seeking competent and professional legal advice on compliance with the law (p. 237). The reasons for this situation include inadequate financing, poor attitudes, and precedence form a historical perspective (p. 237). In this case, a good decision will find a way to address these challenges while a bad decision will overlook and ignore the potential repercussions.

Taking the example of my personal experience in decision making as a US Navy Service member, it

is evident that generals and other higher-ranking officials have to ensure effectiveness and efficiency when they are making decisions in dealing with an emergency. Additionally, the course content has provided further knowledge that in some instances, legal provisions have to be overlooked when making a decision regarding a declared emergency. Orenstein (2013) is of the assumption that despite the crucial role served by laws, those that have been designed for normal circumstances can act as a hindrance to efforts directed towards responding to an emergency (p. 73). Daniels (2013) has reiterated this fact by clarifying that the role of politics can make a decision either good or bad depending on the nature of the decision-making process. Politics can play a positive or negative role in emphasizing the importance of preparedness and mitigation strategies.

Bad decisions typically overlook or ignore the importance of information. Cosgrave (1996)

establishes the notion that a good decision maker has to act fast on inadequate information. By contrast, a poor decision maker will ignore most of the information at their disposal. Furthermore, Veil (2011) adds that good decisions are based on effective models that have been developed from experience. This will prevent failures in the future.

References

Bennett, M. D., & Gibson, J. M. (2006). A Field Guide to Good Decisions: Values in Action.         Westport, Conn: Greenwood Publishing Group.

Canton, L. I., (2014). Leadership in Crisis: The Four Traps of Decision Making. Department        

Chair, 24(4), 27.

Cosgrave, J. (1996). Decision Making in Emergencies. Disaster Prevention & Management,         

5(4), 28. Doi: 10.1108/09653569610127424.

Daniels, R. S. (2013). The rise of politics and the decline of vulnerability as criteria in disaster      

decisions of the United States, 1953-2009. Disasters, 37(4), 669-694.      doi:10.1111/disa.12026.

Gresser, R. C. (2014). Macro-Ethics and Tactical Decision Making. Military Review, 94(5), 72.

Nicholson, W. C. (2013). Emergency response and emergency management law: cases and           materials. Charles C Thomas Publisher.

Orenstein, D. G. (2013). When law is not law: setting aside legal provisions during declared             emergencies. The Journal of Law, Medicine & Ethics, 41, 73-76.

Veil, S. R. (2011). Mindful learning in crisis management. Journal of business communication.

48(2). 118-147. doi: 10.1177/0021943610382294.