scholarly journals Whose values? Decision making in a COVID-19 emergency-management scenario

2020 ◽  
pp. 1-14
Author(s):  
Mathea Roorda ◽  
Amy Gullickson ◽  
Ralph Renger

Crises may present unprecedented challenges that require people to think outside their traditional boxes. During COVID-19, many of us have seen officials and experts come together to share information and simultaneously respond to an emerging issue. For an evaluator working at the coalface of the pandemic response it can be an opportunity to draw from their kete (basket) of evaluation tools and matrixes to support the decision-making process to be as defensible as possible. This praxis article describes the process of three evaluators reflecting and discussing one such scenario and exploring how an evaluation-specific tool based on normative ethical theories could provide some benefit.

Author(s):  
Raife Meltem Yetkin Özbük

The advent of internet-based technologies and social media has drastically affected how people communicate and share information. Electronic word-of-mouth (E-WOM) communication is one of those communication methods, and it has attracted the attention of scholars because of its effects on the consumer's decision-making process. However, there is a fragmentation of the E-WOM communication literature because of the broad range of platforms and different E-WOM formats. Therefore, the purpose of this chapter is to provide a comprehensive understanding of the antecedents, motivations, and consequences of E-WOM communication for consumers in the digital economy.


2020 ◽  
Vol 55 ◽  
pp. S187-S191 ◽  
Author(s):  
S. Bai ◽  
W. Raskob ◽  
T. Müller

In the CONFIDENCE project, we developed an agent based model (ABM) to simulate the decision making process involving stakeholders of different interests. Our model aims to support decisions on the most suitable protection strategies in different accident phases. The intelligent agents and the models of the negotiation/voting process are described in the paper. Given five scenarios, the numerical results from the computational implementation of the ABM are visualized and analysed in order to better understand the negotiation and voting processes. Our ABM can be expanded in order to support the decision making processes of many different stakeholders of various types of risk management apart from nuclear and radiological emergency management.


Author(s):  
Po-En Tseng ◽  
Ya-Huei Wang

Both deontological ethics and utilitarian ethics are important theories that affect decision making in medical and health care. However, it has been challenging to reach a balance between these two ethical theories. When there is a conflict between these two ethical principles in the medical context, the conflict must be addressed in order to reach an appropriate solution for patients and others involved. To demonstrate decisions made in terms of deontological ethics and utilitarian ethics, the study will use the film Outbreak as example to further understand these two ethics in relation to epidemiology and public health. The paper will also analyze film scenarios to examine how deontological ethics and utilitarian ethics are involved and strike a balance with different pearspectives to reach an appropriate public health solution. To reach more just solutions, it is essential to determine how to make wise decisions by balancing deontological ethics and utilitarian ethics. However, the decision-making process is complicated because any solution must consider not only medical ethics but also political, environmental, and military issues. In order to reach an appropriate public health decision, those involved should be inclined toward empathy and contemplate things from different ethical perspectives to deal with ethical/moral dilemmas and create greater beneficence and justice for patients and humanity at large.


Ever since nonhuman entity and the environment became a major ethical issue, anthropocentric worldviews have been blamed for all that is morally wrong about our dealings with nature. Those who regard themselves as non-anthropocentrists / holistic scholars typically assume that the West’s anthropocentric axiologies and ontologies stir all of the environmental degradations associated with human species. In contrast, a handful of environmental philosophers aver that anthropocentrism is entirely acceptable as a foundation for environmental ethics as human’s perspective cannot be entirely removed from the decision-making process. They often argue that is it possible for the man to act responsibly towards the environment for human’s sake and its future generation. Thus there is an ever-present tension between anthropocentrism and holism, with each side trying to oust talk each other. In my opinion, those extreme views are lump sided, as such lack room for tolerance. The thrust of this paper is to bridge the gap within these ethical theories with the theory of “anthropoholism”. Anthropoholism is a theory in environmental ethics that acknowledges man (anthropo) central role; perspective, place in eco-system as well as ontology but argues that despite this position, Man is just a part of nature, such that he cannot exist independently of the environment, or cannot be understood without reference to the environment. With this, the theory of anthropoholism is able to bridge the gap between the two extreme views by stating the obvious and explaining the connection between the two extreme views.


Author(s):  
Augustine Nduka Eneanya

In today's environment, emergency managers get things done through team leadership. Good leaders know how to follow others when the situation calls for it. Being the right kind of leader is critical to getting committed and engage followers. The chapter argues that managers build trust into decision making during emergencies; when managers set up the right conditions for the team to thrive, it results a better outcome. The chapter further argues that when managers share information both up and down the chain of command and make their intention clear about what winning looks like, team members are able to use their own discretion and make decisions that support the mission. The chapter concludes that an effective expression of the manager's intent must be clear and concise of what the team must do to succeed and achieve the desired end state. The manager must build trust in decision making among the team to achieve better results.


Author(s):  
Augustine Nduka Eneanya

In today's environment, emergency managers get things done through team leadership. Good leaders know how to follow others when the situation calls for it. Being the right kind of leader is critical to getting committed and engage followers. The chapter argues that managers build trust into decision making during emergencies; when managers set up the right conditions for the team to thrive, it results a better outcome. The chapter further argues that when managers share information both up and down the chain of command and make their intention clear about what winning looks like, team members are able to use their own discretion and make decisions that support the mission. The chapter concludes that an effective expression of the manager's intent must be clear and concise of what the team must do to succeed and achieve the desired end state. The manager must build trust in decision making among the team to achieve better results.


2014 ◽  
Vol 23 (2) ◽  
pp. 104-111 ◽  
Author(s):  
Mary Ann Abbott ◽  
Debby McBride

The purpose of this article is to outline a decision-making process and highlight which portions of the augmentative and alternative communication (AAC) evaluation process deserve special attention when deciding which features are required for a communication system in order to provide optimal benefit for the user. The clinician then will be able to use a feature-match approach as part of the decision-making process to determine whether mobile technology or a dedicated device is the best choice for communication. The term mobile technology will be used to describe off-the-shelf, commercially available, tablet-style devices like an iPhone®, iPod Touch®, iPad®, and Android® or Windows® tablet.


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