MSLD 632_January 2019_2474

As I think about the most recent decisions I have made, I clearly see how emotions played a role in my decisions. The first is a situation in which I was extremely confident of the outcome and my attitude towards the subject. I have used this example a few times in this course, because it is one of the biggest adult decisions that I’ve ever made: a decision to buy a house. Though an exciting commitment, I knew the commitment to buy a house, was a big deal. I did not go into this process lightly. Before taking the more intricate steps, I talked with a friend who referred a realtor; it helped that I knew the realtor, thus, adding ease to my decision-making. I was passionate about this decision and as Professor Shiv (2011) noted, passion is very persuasive (Brian Research at Stanford: Decision Making). With passion and logic leading my decision, I was confident. Although I had never purchased property, I was confident about the outcome. My confidence in the outcome did not drive away the...

As I reflect on the different quadrants within the Cynefin Framework, I think that I find my daily decisions within the Simple Context. I constantly make decisions at work, and most of those decisions are simple; there are clear “known knowns” and decisions are unquestioned because my colleagues and I have a shared understanding (Snowden & Boones, 2007, para. 7). Our decisions are guided by outlined policies and procedures; our policies and procedures keep us on the same page. When we are in doubt about a work-related policy, we reference several forms for guidance (policy manuals, training guides, curriculum standards guide, etc.). Therefore, my work-life decision-making is typically simple because actions are straight-forward and there are clear cause-and-effect relationships that are easily discernable by everyone (Snowden & Boone, 2007, para.7). In saying that daily work-related situations are simple, I am saying that finding a solution is simple, even if there are comple...