The Ethics Project

2018 ◽  
Vol 15 ◽  
pp. 285-302
Author(s):  
Jason Brennan ◽  
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Opportunity Cost ◽  
Real Life ◽  
Role Playing ◽  
Strategic Decision ◽  
Ethical Principles ◽  
Entrepreneurial Activity ◽  
Strategic Decision Making ◽  
The World

This paper describes the “Ethics Project”, a semester-long entrepreneurial activity in which students must make real-life decisions and then reflect upon their decisions. The Ethics Project asks students to think of something good to do, something that adds value to the world, and then do it. Along the way, they must navigate problems of opportunity cost or feasibility versus desirability, must anticipate and overcome strategic and ethical obstacles, and must ensure they add value, taking into account their costs. Rather than role-playing through case studies, students live through real-life case studies which result from their own choices. When properly administered, the Ethics Project trains student to be principled leaders who integrate ethical principles into strategic decision-making, and who can discover and overcome their own moral limitations.

scholarly journals The Consensus Hepatitis C Cascade of Care: Standardized Reporting to Monitor Progress Toward Elimination

2019 ◽  
Vol 69 (12) ◽  
pp. 2218-2227 ◽  
Author(s):  
Kelly Safreed-Harmon ◽  
Sarah Blach ◽  
Soo Aleman ◽  
Signe Bollerup ◽  
Graham Cooke ◽  
...  
Keyword(s):  
Decision Making ◽  
Hepatitis C ◽  
Strategic Decision ◽  
World Health ◽  
Strategic Decision Making ◽  
The World ◽  
Cascade Of Care ◽  
Standardized Reporting ◽  
Health Organization ◽  
Monitoring Platform

Abstract Cascade-of-care (CoC) monitoring is an important component of the response to the global hepatitis C virus (HCV) epidemic. CoC metrics can be used to communicate, in simple terms, the extent to which national and subnational governments are advancing on key targets, and CoC findings can inform strategic decision-making regarding how to maximize the progression of individuals with HCV to diagnosis, treatment, and cure. The value of reporting would be enhanced if a standardized approach were used for generating CoCs. We have described the Consensus HCV CoC that we developed to address this need and have presented findings from Denmark, Norway, and Sweden, where it was piloted. We encourage the uptake of the Consensus HCV CoC as a global instrument for facilitating clear and consistent reporting via the World Health Organization (WHO) viral hepatitis monitoring platform and for ensuring accurate monitoring of progress toward WHO's 2030 hepatitis C elimination targets.

scholarly journals The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective

2016 ◽  
Vol 38 (3-4) ◽  
pp. 365-401 ◽  
Author(s):  
Giulia Calabretta ◽  
Gerda Gemser ◽  
Nachoem M. Wijnberg
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Empirical Data ◽  
Organizational Context ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Step Process ◽  
Innovation Projects ◽  
Paradoxical Thinking

Both intuition and rationality can play important roles in strategic decision making. However, a framework that specifically accounts for the interplay between intuition and rationality is still missing. This study addresses this gap by using a paradox lens and conceptualizes the intuition–rationality duality as a paradoxical tension. We draw on seven case studies of innovation projects to empirically derive a three-step process for managing this intuition–rationality tension through paradoxical thinking. Our empirical data suggest that management of the tension starts with preparing the ground for paradoxical thinking by creating managerial acceptance for the contradictory elements of rational and intuitive approaches to decision making. The process then continues by developing decision-making outcomes through the integration of intuitive and rational practices. Finally, the outcomes of paradoxical thinking are embedded into the organizational context. For each step of the model, we indicate a set of practices that, by leveraging intuitive or rational characteristics of decision making, practitioners can use to deal with this cognitive tension in the different steps of our model.

scholarly journals Stay True, But Innovate!

2018 ◽  
Vol 6 (1) ◽  
pp. 1-4
Author(s):  
Anne-Laure Mention ◽  
João José Pinto Ferreira ◽  
Marko Torkkeli
Keyword(s):  
Decision Making ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Strategic Decision ◽  
Incremental Innovation ◽  
Strategic Decision Making ◽  
Trade Offs ◽  
The World ◽  
Social Environmental ◽  
Operational Excellence

Were you ever asked by a manager to ‘do what you want’, where you felt free to innovate? Did it feel like freedom? Maybe you felt encouraged since you could now experiment your idea, but did it mean that your performance was now on the radar? Could you then stay true to your vision or did you feel the need to compromise so that the ‘numbers lined up’? Either way, you should know that you are not alone. Arguably, we are in an age of paradox1 where simultaneous contradic- tions are all too common. Innovation paradox arises when “the aggressive pursuit of operational excellence and incremental innovation crowds out the possibility of creating ground-breaking innovations” (Davila & Epstein, 2014, p.2). Often these contradictions are meaningful on their own merit but when interdependent on each other, they create tensions in economic, social, environmental and ethical decision-making. In previous editorials, we have shared how digital innovations and societal disparity across the world are influencing strategic decision-making and shifting the innovation mindset. We now stretch the boundaries by suggesting that paradigms relying on economic trade-offs and shared-value that have shaped conventional organisational strategies are no longer sufficient to guide paradoxical tensions in decision-making. (...)

scholarly journals CoVID-19 prediction for India from the existing data and SIR(D) model study

2020 ◽  
Author(s):  
Aditya Rajesh ◽  
Haidas Pai ◽  
Victor Roy ◽  
Subhasis Samanta ◽  
Sabyasachi Ghosh
Keyword(s):  
Mathematical Model ◽  
Decision Making ◽  
Strategic Decision ◽  
Time Dependent ◽  
Strategic Decision Making ◽  
Model Study ◽  
The World ◽  
The Future ◽  
D Model ◽  
Existing Data

CoVID-19 is spreading throughout the world at an alarming rate. So far it has spread over 200 countries in the whole world. Mathematical modelling of an epidemic like CoVID-19 is always useful for strategic decision making, especially it is very useful to gain some understanding of the future of the epidemic in densely populous countries like India. We use a simple yet effective mathematical model SIR(D) to predict the future of the epidemic in India by using the existing data. We also estimate the effect of lock-down/social isolation via a time-dependent coefficient of the model. The model study with realistic parameters set shows that the epidemic will be at its peak around the end of June or the first week of July with almost 108 Indians most likely being infected if the lock-down relaxed after May 3, 2020. However, the total number of infected population will become one-third of what predicted here if we consider that people only in the red zones (approximately one-third of India's population) are susceptible to the infection. Even in a very optimistic scenario we expect that at least the infected numbers of people will be of the order of 107.

Expanding Data Mining Power with System Dynamics

2008 ◽  
pp. 2688-2696
Author(s):  
Edilberto Casado
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Pattern Recognition ◽  
System Dynamics ◽  
Knowledge Discovery ◽  
Strategic Decision ◽  
Knowledge Discovery In Databases ◽  
Strategic Decision Making ◽  
The World ◽  
Mathematical Techniques

Business intelligence (BI) is a key topic in business today, since it is focused on strategic decision making and on the search of value from business activities through empowering a “forward-thinking” view of the world. From this perspective, one of the most valuable concepts within BI is the “knowledge discovery in databases” or “data mining,” defined as “the process of discovering meaningful new correlations, patterns, and trends by sifting through large amounts of data stored in repositories, using pattern recognition technologies as well as statistical and mathematical techniques” (SPSS, 1997).

Expanding Data Mining Power with System Dynamics

2005 ◽  
pp. 1155-1161
Author(s):  
Edilberto Casado
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Pattern Recognition ◽  
System Dynamics ◽  
Knowledge Discovery ◽  
Strategic Decision ◽  
Knowledge Discovery In Databases ◽  
Strategic Decision Making ◽  
The World ◽  
Mathematical Techniques

Business intelligence (BI) is a key topic in business today, since it is focused on strategic decision making and on the search of value from business activities through empowering a “forward-thinking” view of the world. From this perspective, one of the most valuable concepts within BI is the “knowledge discovery in databases” or “data mining,” defined as “the process of discovering meaningful new correlations, patterns, and trends by sifting through large amounts of data stored in repositories, using pattern recognition technologies as well as statistical and mathematical techniques” (SPSS, 1997).

Portfolio Entrepreneurship and Strategic Decision Making in the Global Context

2020 ◽  
pp. 315-331
Author(s):  
Nermin Kişi
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Entrepreneurial Activity ◽  
Strategic Decision Making ◽  
Business Ownership ◽  
Global Context ◽  
Emerging Trends ◽  
Global World

In recent years, emerging trends in entrepreneurial activity have been changing constantly, and new entrepreneurship types are developing in the global world. Especially, a number of studies have drawn attention to the alternative entrepreneurship approaches. This chapter reviews an alternative entrepreneurship opportunity called portfolio entrepreneurship, also known as multiple business ownership. The main purpose of this chapter is to investigate the importance of strategic decision-making of portfolio entrepreneurs. This chapter also aims to provide a framework that is three-box solution for portfolio entrepreneurs to improve their decision-making performance. The results of the study are expected to be a source for researchers and practitioners in the areas of entrepreneurship and decision making.

Strategic Decision-Making in Japanese Trading Companies: Case Studies of Information Search Activities

2003 ◽  
Vol 9 (1) ◽  
pp. 27-41 ◽  
Author(s):  
David Gilbert
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Information Search ◽  
Information Sources ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Sources Of Information ◽  
Managerial Practices ◽  
Research Task

ABSTRACTThe paper describes an investigation into the information search activities of senior Japanese executives involved in strategic decision-making in Japanese trading companies. The research task was conducted over a twelve-month period between 2000-2001, at five well-known Japanese kaisha (see Appendix 1 for a list of Japanese expressions used in this paper) headquartered in Tokyo. This paper identifies sources of information that are dev-eloped and used by executive decision-makers in evaluating strategic alternatives. As well modes of access to the identified sources are highlighted and analysed.Results from the study indicate the prominence of distinctive Japanese managerial practices such as nemawashi and settai, in developing information sources. As well it was found that these practices strongly influence how information sources are accessed. Executive decision-makers from the Presidential level to Divisional Manager level who participated in this study were emphatic in their belief that strategic decision-making in most situations is reliant upon the network of information sources cultivated by decision-makers as well as their skill in accessing the various sources.

Decision-making as performative struggle

2014 ◽  
Vol 3 (2) ◽  
pp. 224-245 ◽  
Author(s):  
Sander Merkus ◽  
Jaap De Heer ◽  
Marcel Veenswijk
Keyword(s):  
Decision Making ◽  
Meaning Making ◽  
Methodological Approach ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Ethnographic Research ◽  
Decision Making Process ◽  
Political Dimension ◽  
Content Type ◽  
The World

Purpose – The purpose of this paper is to introduce the concept of performative struggle through the use of an interpretative case story focussed on a strategic decision-making process concerning infrastructural development. Performativity is about “world-making” (Carter et al., 2010), based on the assumption that conceptual schemes are not only prescriptions of the world, for the practices flowing from these abstract ideas bring into being the world they are describing. The focus on agency and multiplicity in the academic debate on performativity in organizational settings are combined, resulting in the conceptualization of a multitude of performative agents struggling to make the world. Design/methodology/approach – The methodological approach of this paper is based on an interpretative analysis of contrasting narratives that are told by political-executives in a strategic decision-making process. These narratives are based on in-depth interviews and participant observation. The interpretative case story, exhibiting the strategic decision-making practices of Aldermen, Delegates and Ministers – focusses on the moments of performative struggle based on strategic narrative practices. Findings – The interpretative case story will exhibit the way in which a multiplicity of agents reflects on the performative dimension of the decision-making process, anticipates on its performative effects and attempts to manipulate the strategic vision that is actualized into reality. Moreover, the agents are not primarily concerned with the actualization of a specific infrastructural project; they are more concerned with the consequences of decision making for their more comprehensive strategic visions on reality. Research limitations/implications – The notion of performative struggle has not yet been explicitly studied by scholars focussing on performativity. However, the concept can be used as an appropriate lens for studying meaning making within ethnographic studies on organizational processes such as for instance culture change intervention and strategy formation. The concept of performative struggle is especially useful for understanding the political dimension of meaning making when studying an organizational life-world through the use of ethnographic research. Originality/value – The originality of this paper lies in the innovative conceptualization of struggle between a multiplicity of reflexive agents in the debate on performative world-making. Moreover, the incorporation of the perspective of performative struggle within organizational ethnographic research is valuable for the development of organizational ethnographic methodology.

Strategic Decision-Making in Japanese Trading Companies: Case Studies of Information Search Activities

2003 ◽  
Vol 9 (1) ◽  
pp. 27-41 ◽  
Author(s):  
David Gilbert
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Information Search ◽  
Information Sources ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Sources Of Information ◽  
Managerial Practices ◽  
Research Task

ABSTRACTThe paper describes an investigation into the information search activities of senior Japanese executives involved in strategic decision-making in Japanese trading companies. The research task was conducted over a twelve-month period between 2000-2001, at five well-known Japanese kaisha (see Appendix 1 for a list of Japanese expressions used in this paper) headquartered in Tokyo. This paper identifies sources of information that are dev-eloped and used by executive decision-makers in evaluating strategic alternatives. As well modes of access to the identified sources are highlighted and analysed.Results from the study indicate the prominence of distinctive Japanese managerial practices such as nemawashi and settai, in developing information sources. As well it was found that these practices strongly influence how information sources are accessed. Executive decision-makers from the Presidential level to Divisional Manager level who participated in this study were emphatic in their belief that strategic decision-making in most situations is reliant upon the network of information sources cultivated by decision-makers as well as their skill in accessing the various sources.

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