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8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Factors to Consider When Making
Judgments and Decisions About
Controversial Issues
William A. Kritsonis, PhD
Chater !
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Judgment
• Judgment- noun : a formal utterance of an
authoritative opinion
• Definition from Webster's New Collegiate Dictionary
• Judgments are made everyday based on whom
and what is being judged.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Moral Architecture
• A successful leader must be able to bring people
together in order to create a common sense of
camaraderie as it relates to morals and values and
what will benefit the school as a whole with specialattention giving to the students.
– An effective moral architecture should reflect the diverse
talents and skills of school and district communities to
answer questions as !ho do we want to be as members ofthis community"# and the answer requires more mundane
and specific questions$ such as whom do we each owe"#$
etc.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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%olerance for &ero %olerance
• &ero %olerance policies are becoming ubiquitous as means forencouraging and discouraging certain types of behaviors.
– 'ringing weapons$ poisons$ and hallucinogenic drugs to
school should be discouraged.
– 'ullying$ beating$ and mauling classmates are the sorts ofthings all are likely to agree are bad things and to be
eliminated from school and district terrain.
– All o" the o""enses listed above are trul# unaccetable
"rom ro"essionals in the education "ield ,but does one
behavior demand the same conse$uence as the other
based on the %ero tolerance olic# or can e&cetion be
made'
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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&ero %olerance•
&ero tolerance(s obsession with behavior instead of actions often leads to
uncompromising stances.
– Administrators are often placed in positions where
harsh penalties lead to tough decisions even
though the evidence may be clearly visible and
justifiable.
–
)veryone associated with the implementation ofthe *ero tolerance policy will feel uncomfortable
most of the time.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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+acism and ,ate peech: ragments of chool and /istrict 0ulture
• 1n every moral theory$ there are grounds for
despising racism and hate speech.
– 1n daily operations of school districts$ specific rules
applying penalties and punishments must beadministered to ensure awareness of and respect for
prohibitions against racism and hate speech.
Hate speech should be eliminated from nation’s
schools, and somehow as a democratic community
devoted to respecting the rights of individuals
stakeholders must figure out where to draw lines
and when and how to amend lines already drawn.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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+acism and ,ate peech cont.
• 1nnocent insensitivity also may misconstrued and
should be looked into further before
administering punishment. Although the problems
may be challenging it should not be overlooked.
• %here is no fail safe system of moral management
but there is no e2cuse for management to be less
than vigilant and morally alert to the challenge.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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3roviding a afe )nvironment: At
!hat 0ost• tudents as well as staff must feel safe in order to
perform effectively.
• chools that serve as *ones of safety for student
learning and teaching e2cellence are most evident inschools and districts with elevated moral
architectures.
• chools with minimal moral architecture feebly try to
provide some modest safety through the deployment
of a showy array of fortifications and enforcement
strategies.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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afe )nvironment
• Administrators serve their constituencies best
by addressing the entire range of safety$
support$ and moral architecture that makes
learning and creative e2ploration central to the
school and district setting.
• (ngoing and ine""ective management o"
student aggression is a sign that the school
has an ine""ectual moral architecture.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Particiation in the )reat Conversion o" *umankind
chools should effectively invite students to converse with one another to develop a sense of
mutual respect for each other$ passion for truth and a more general understanding of the four
corners of educational purpose.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Decision making
• %his is a systematic process of choosing
from several alternatives to achieve
desired result 45amlesh6olow$ 7889.All decision making models include the
concept of rational activity.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Models in Decision Making
• %he 0lassical /ecision Making Model
• %he 'ehavioral /ecision Making Model
• %he <arbage 0an Model
• %he =room- >etton ?ormative Model
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Classical Decision Making Model
• %he classical model of decision making
assumes that decision making is a rational
process whereby decision makers seek toma2imi*e the chances of achieving their
desired objectives by considering all
possible alternatives$ e2ploring allconceivable consequences from among
the alternatives and then making decision.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Classical Decision Making Model
?umerous authors have provided their
models of the decision making process$
but most include versions of the si2 stepswe have included in our model in the
diagram that follows.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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+tes in the Decision Making Process
Identi"# theProblem
)enerate
Alternatives
valuateAlternative
s
Choose theAlternative
Imlementthe Decision
valuate theDecision
-CC/
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Factors that a""ect rational
decision making
• 1nternal and e2ternal politics
• 0onflict resolution techniques
• /istribution of power and authority• %ime constraints
• 0ost
• 1nability to process information
• ;imits of human rationality
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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0ene"its o" Decision Making
• /ecision @uality
• /ecision 0reativity
• /ecision Acceptance
• /ecision nderstanding
• /ecision Judgment• /ecision Accuracy
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Problems that damage decision
making
• Although there are a number of
advantages to both autocratic and
participatory decision making$ thereare also a number of problems that
can impede with decision
effectiveness or cause decisions to be
inconsistent when either is used.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Problems that
afect decisionmaking
Groupthin
k
Risky Shit
Escalationo
commitment
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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Conclusion
•All decisions in schools have someinfluence on the performance of both
faculty and staff. ;eaders working
independently can improve the decisionmaking process by recogni*ing their own
biases and those of others. %herefore$
understanding the decision making process and how to effectively utili*e it is
of paramount importance to school
leaders.
8/20/2019 Chapter 6a - William Allan Kritsonis, PhD - Lecture Notes - Decision Making
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+eferences
• !agner$ 3. A.$ 6 impson$ /. J. 4BCC8.
Ethical Decision Making in School
Administration. ;os Angeles: age
3ublications.
• ;unenburg$ .0.$ 6 Drnstein$ A.0. 4BCCE.
Edcational administration! Conce"ts and "ractices 4Fth ed.. 'elmont$ 0A: %homson
,igher )ducation.