C HAPTER 01: D ECISION M AKING ,
P ROBLEM S OLVING , C RITICAL T HINKING ,
AND C LINICAL R EASONING : R EQUISITES
FOR S UCCESSFUL L EADERSHIP AND
M ANAGEMENT
1. A nurse-manager is planning to appl y a decision -making model to a
clinical challenge. When using a decision -making tool, what sho uld the
manager do?
a. Be aware that the tool cannot eliminate the risk of human error.
b. Have an impartial colleague appl y the tool, if possible.
c. Appl y the tool as quickl y as possible.
d. Recognize that the tool will negate the effect of the manager’s
values.
ANS: A
Feedback:
Management decision -making aids are subject to human error and do
not remove the effects of individual values, which always affect
decision making. There is no particular reason that a tool would have
to be applied by another person. Maki ng the correct decision can take
time; moving too quickl y can compromise the qualit y of the process.
, PTS: 1 DIF: Difficult REF: Page: 22 OBJ: 14
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 01: Title:
Decision-Making Tools KEY: Integrated Process: Nursing
Process BLM: Cognitive Level: Appl y NOT: Multiple
Choice
2. A nurse-manager had to intervene in a conflict between a client and a staff
member. The manager chose to make a decision “in the moment” rathe r
than appl ying a methodical or deliberate decision -making tool. How
should this manager’s actions be best interpreted?
a. The manager applied heuristics to a problem that required a quick
solution.
b. The manager should have used a decision -making tool before
responding.
c. The manager’s decision was likel y made on the basis of emotion.
d. The manager demonstrated an autocratic leadership st yle.
ANS: A
Feedback:
Most individuals rely on discrete, often unconscious processes known
as heuristics, which allows them t o solve problems more quickl y and to
build on experiences they have gained in their lives. This manager’s
prompt decision making exemplifies this rapid approach. This does not
necessaril y lead to worse outcomes than a slower, more methodical
approach. Heuristics can be based on experience and knowledge and
are not simpl y expressions of emotion. Heuristics and rapid decision
making are not synonymous with an autocratic leadership st yl e that
downplays input from others.
, PTS: 1 DIF: Moderate REF: Page: 7 OBJ: 3
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 01: Title:
Theoretical Approaches to Problem Solving and Decision Making
KEY: Integrated Process: Nursing Process BLM:
Cognitive Level: Anal yze NOT: Multiple Choice
3. Which statement is true regarding an economic man st yle manager?
a. The manager may lack complete knowledge and generate few
alternatives.
b. The manager makes decisions that may not be ideal but result in
solutions that have an adequate outcome.
c. The manager is primaril y motivated by his or her own financial
gain.
d. The manager gathers as much information as possible and produces
many alternatives.
ANS: D
Feedback:
Economic managers gather as much information as possible and
generate many alternativ es. However, most management decisions are
made by using the administrative man model of decision making, in
which the manager never has complete knowledge and generates fewer
alternatives. The term economic man does not suggest that the manager
is motivated by personal financial gain. The administrative man carries
out decisions that are onl y satisficing, a term used to describe
P ROBLEM S OLVING , C RITICAL T HINKING ,
AND C LINICAL R EASONING : R EQUISITES
FOR S UCCESSFUL L EADERSHIP AND
M ANAGEMENT
1. A nurse-manager is planning to appl y a decision -making model to a
clinical challenge. When using a decision -making tool, what sho uld the
manager do?
a. Be aware that the tool cannot eliminate the risk of human error.
b. Have an impartial colleague appl y the tool, if possible.
c. Appl y the tool as quickl y as possible.
d. Recognize that the tool will negate the effect of the manager’s
values.
ANS: A
Feedback:
Management decision -making aids are subject to human error and do
not remove the effects of individual values, which always affect
decision making. There is no particular reason that a tool would have
to be applied by another person. Maki ng the correct decision can take
time; moving too quickl y can compromise the qualit y of the process.
, PTS: 1 DIF: Difficult REF: Page: 22 OBJ: 14
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 01: Title:
Decision-Making Tools KEY: Integrated Process: Nursing
Process BLM: Cognitive Level: Appl y NOT: Multiple
Choice
2. A nurse-manager had to intervene in a conflict between a client and a staff
member. The manager chose to make a decision “in the moment” rathe r
than appl ying a methodical or deliberate decision -making tool. How
should this manager’s actions be best interpreted?
a. The manager applied heuristics to a problem that required a quick
solution.
b. The manager should have used a decision -making tool before
responding.
c. The manager’s decision was likel y made on the basis of emotion.
d. The manager demonstrated an autocratic leadership st yle.
ANS: A
Feedback:
Most individuals rely on discrete, often unconscious processes known
as heuristics, which allows them t o solve problems more quickl y and to
build on experiences they have gained in their lives. This manager’s
prompt decision making exemplifies this rapid approach. This does not
necessaril y lead to worse outcomes than a slower, more methodical
approach. Heuristics can be based on experience and knowledge and
are not simpl y expressions of emotion. Heuristics and rapid decision
making are not synonymous with an autocratic leadership st yl e that
downplays input from others.
, PTS: 1 DIF: Moderate REF: Page: 7 OBJ: 3
NAT: Client Needs: Safe and Effective Care Environment:
Management of Care TOP: Chapter Number: 01: Title:
Theoretical Approaches to Problem Solving and Decision Making
KEY: Integrated Process: Nursing Process BLM:
Cognitive Level: Anal yze NOT: Multiple Choice
3. Which statement is true regarding an economic man st yle manager?
a. The manager may lack complete knowledge and generate few
alternatives.
b. The manager makes decisions that may not be ideal but result in
solutions that have an adequate outcome.
c. The manager is primaril y motivated by his or her own financial
gain.
d. The manager gathers as much information as possible and produces
many alternatives.
ANS: D
Feedback:
Economic managers gather as much information as possible and
generate many alternativ es. However, most management decisions are
made by using the administrative man model of decision making, in
which the manager never has complete knowledge and generates fewer
alternatives. The term economic man does not suggest that the manager
is motivated by personal financial gain. The administrative man carries
out decisions that are onl y satisficing, a term used to describe
