1. Particular person resolution making is an efficient strategy when:
A. The chief has sufficient experience to make a superb resolution.
B. The choice is advanced with many potential options.
C. Dedication to the choice by different folks is vital.
D. The choice will immediately impression many companies, people, or group members.
2. A poor resolution with moral implications can escalate an emergency into an unmanageable state of affairs.
A. TRUE
B. FALSE
three. When making use of the problem-solving mannequin to moral options, make sure you contemplate:
A. Stakeholder wants and values.
B. Personal acquire.
C. Evacuation priorities.
D. Particular person compliance.
four. A standard working image ____________ resolution making in a disaster.
A. Follows
B. Destabilizes
C. Promotes
D. Impedes
5. Which of the next is a bonus of group resolution making?
A. It tends to restrict dialogue of the issue.
B. It’s extra prone to be influenced by a vocal few.
C. It offers a broader perspective and faucets a wider vary of experience.
D. It’s profitable when time is restricted and management is absent.
6. Which of the next components can impede resolution making in an incident?
A. Clear values
B. Concentrate on the large image
C. Validated info
D. Time strain
7. When deciding on group members for downside fixing, it’s more practical to incorporate individuals who:
A. Have a stake within the end result.
B. Are homogeneous in make-up.
C. Have restricted decision-making authority.
D. Symbolize jurisdictions with no stake within the end result.
eight. The preliminary step of the five-step problem-solving mannequin is to:
A. Establish the issue.
B. Make clear values.
C. Develop an strategy.
D. Discover alternate options
9. Determination makers ought to decide who’s affected by an emergency throughout this step of the problem-solving course of.
A. Choose another.
B. Implement the soution.
C. Decide.
D. Establish the issue.
10. Failure to confirm info can result in:
A. Good selections.
B. Poor selections.
C. Group selections.
D. Particular person selections.
11. Throughout which step of the problem-solving mannequin must you eradicate alteratives that seem unethical.
A. Establish the issue.
B. Implement the answer.
C. Choose another.
D. Decide.
12. When deciding on an answer in an moral state of affairs, make sure you contemplate:
A. Private compliance.
B. Your values and people of your group.
C. The group’s taxholder base.
D. All potential options, no matter how they seem ethically.
13. An efficient resolution maker ought to:
A. Make selections based mostly solely on monetary and environmental components.
B. Promote groupthink to guage potential options.
C. Have a transparent view of values and hold them in thoughts at every step of the method.
D. Depend on major sources of data and keep away from secondary sources when making selections.
14. Which of the next components can impede resolution making in an incident?
A. Fatigue and stress.
B. Frequent working image.
C. Forming smaller teams.
D. Frequent priorities.
15. The choice-making for emergencies course of ought to start:
A. After an emergency operations heart has been established.
B. Through the execution part of the decision-making cycle.
C. Properly earlier than any emergency strikes.
D. Underneath emergency situations.
16. Moral dilemmas can complicate selections the place there isn’t a authorized precedent or established procedures.
A. TRUE
B. FALSE
17. Efficient resolution making in an emergency ends in the next, EXCEPT FOR:
A. Faster restoration time from the emergency occasion.
B. Higher administration of the incident.
C. Elevated belief and assist from the group.
D. Elevated threat of harm to victims or responders.
18. The quantity and magnitude of choices and issues that have to be addressed throughout an emergency are a direct outgrowth of:
A. The steps of the problem-solving mannequin.
B. Selections that have been or weren’t made in the course of the planning course of.
C. The scale of the decision-making group.
D. The size of the execution part of the decision-making cycle.
19. Underneath stress, resolution makers usually tend to:
A. Exhibit poor judgment.
B. Concentrate on longer vary alternate options.
C. Keep away from battle with different key gamers.
D. Interact with different key gamers for longer durations of time.
20. A key attribute of efficient problem-solving teams is their:
A. Giant dimension.
B. Duplication of operate.
C. Emphasis on unanimous settlement.
D. Various make-up.
21. Which of the next is a limitation of group resolution making?
A. It requires ample time and good management to achieve success.
B. It unleashes the artistic potential of staff members in creating alternate options.
C. It reduces the usage of dialogue to be able to reduce uncertainties.
D. It reduces possession and buy-in.
22. An efficient resolution maker ensures high quality info by:
A. Validating info to be true and correct.
B. Defending baseline information from stories acquired from different sources.
C. Avoiding secondary sources of data.
D. Discounting conflicting opinions.
23. An issue-solving mannequin helps to attenuate impediments to resolution making and the impression of stress.
A. TRUE
B. FALSE
24. The steps of the analytical problem-solving mannequin embrace: figuring out the issue, exploring alternate options, ___________, implementing an answer, and evaluating the state of affairs.
A. Analyzing the state of affairs.
B. Figuring out the stakeholders.
C. Choosing alternate options.
D. Constructing an implementation plan.
25. Utilizing the five-step problem-solving mannequin, after deciding on another, the subsequent step is to:
A. Discover alternate options.
B. Establish the issue.
C. Implement the answer.
D. Assess the state of affairs
