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MSLD632 - Module 9 - Emotions and Decisions - Madeline Campbel

Emotions assist us in thriving, avoiding, how we think, behave, react…really how we live each and every day. Emotions coerce us to take action and alter the decisions we make. They also assist in how we view ourselves and the daily decisions we make. According to Shiv, “emotions play a crucial role in the decision-making by allowing us to resolve decision conflict” (2011). Daily decisions, personal or professional, can be cryptic or uncertain solely based on our emotional form. We either leave the decision we have made feeling confident or that we have been overly confident and made a poor choice. From personal experience within work or even personal situations, both positive and negative emotions spread like a wildfire. Emotions are so strong that others can quickly pick up on them and can alter how they are feeling as well. From personal experience, if my manager is confident and in a chipper mood, it sets the tone for the day, but when my manager is having a difficult day, you fee...
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MSLD632 - Module 8 - Cynefine Framework - Madeline Campbell

This week, we studied the Cynefin framework for decision-making. The Cynefin framework claims that there are specific contexts in which an individual should approach decision-making and breaks down the assumption that all decisions are made equally, or essentially the “one size fits all” mentality (Snowden, 2010). The Cynefin framework is a sense-making model and places procedures to follow in relation to the context to assist in making a decision. The five different contexts are as follows: -Simple; “known knowns…sense, categorize, respond” -Complicated; “multiple answers…sense, analyze and respond” -Complex; “right answers can’t be fretted…probe, sense, respond and approach.” -Chaotic; “relationship between cause and effect are impossible…act, sense and respond.” -Disorder; “unclear which of the four contexts is predominant.”   “The Cynefin framework… allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problem...
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MSLD632 - Module 7 - Collaborative Decision Making - Madeline Campbell

It is often easy to create a process to handle conflict. However, one must seek outside perspectives to often see what is going well versus what is occurring poorly. Individuals need to learn how to excel in collaborative decision-making. Unfortunately, it is very difficult to have collaboration without some form of conflict that arises.   I learned numerous beneficial lessons when collaborating with a team throughout my senior year of my undergraduate degree as we made countless decisions in an effort to complete a mock-campaign on our campus. The process our team was seeking was to operate smoothly together throughout our capstone project, to work hard and receive an A in the class in order to learn how to effectively create and run a marketing campaign. We were all extremely excited for this class and tapped into all the resources our school offered to make our campaign the best it could be. We unfortunately had an individual in the team who did not do their share and who ...
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MSLD632 - Module 6 - Listening - Madeline Campbell

Levine states that, “productivity and satisfaction, in business and personal relationships come from our ability to collaborate with others” (2009, p. 5) When you care for someone, you want to listen and hear them, hear how they are, their struggles, complaints, difficulties, etc. It is simple to be self-focused and have one million things running through your mind as your listen to others, but then you are not truly giving them your undivided attention. More than anything else it is important to be mindful of how you treat other individuals. Levine created a seven-step resolution model for the “Cycle of Resolution.” Step number three is, “listening for a preliminary vision of resolution” (p. 41, 2009). However, Levine states that listening begins in step two with listening to all side and stories offered in the conflict. Levine says that our idea and take on the situation will likely change as we learn and listen to the information presented from others. I truly try to be as act...
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MSLD632 - Module 5 - Protected Values - Madeline Campbell

Within an individual’s everyday life of decision-making, one could see and pull their values and potentially their beliefs as well based on their decisions they made. Individuals assess their protected values and weigh the positives versus the negatives when making the “right” decision. Hoch states that, “People often draw a line in the sand to create values that are protected from trade-offs.' These protected values (PVs) are considered absolute and inviolable” (2001). I hold many values, as well as protected values, many that are tied to my worldview beliefs. My first protected value would be the importance of family and community. The values that I still hold today are stemmed from learning and observing family members; such values as honesty, integrity, compassion and kindness. Due to learning these values from family members and growing very close to my family, I have grown to value their relationship above all else. This starts with my husband, then trickles down into m...
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MSLD632 - Module 4 - Deception in Negotiations - Madeline Campbell

All individuals have a reputation personally, as well as professionally. During communication, reputations are at high stake, especially when an individual is in the midst of negotiating. In our text Hock states, “…reputations can be formed based on either first-hand experiences or second-hand experiences” (2001). After a negotiation an individual does not hope to come out of the conversation as a liar, deceiver or push-over. Furthermore, Hoch also reveals that, “…deception in some kind is an inherent part of human interaction” (2001). Identifying these lies and deceptions within negotiations is not an easy task, but rather a skill to be learned. Individuals should not want to be taken advantage of, or have their words be misinterpreted. It has been found in one study that 28 percent of people lie within a negotiation and that 100 percent of individuals were unsuccessful to reveal an issue or lied about it during a negotiation (Hoch, 2001). One way an individual might reduce vuln...
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MSLD632 - Module 3 - Reflections on Decisions - Madeline Campbell

Unfortunately, frame blindness occurs much more frequently than an individual, or company, would like to know. Hoch, Kunreuther and Gunther discuss frame blindness in our Wharton text as, “All too often, managers look out at the world through one mental window and fail to notice the views offered by other windows” (2001). Individuals can do this of course within the workplace, but also personally. Professionally and personally one wants to continue growth, however, if you are tapped by this blindness, growth will be stunted. The first aspect to avoid framing traps is to assess the current frame you are utilizing. From a personal perspective, I once had a high-stress job in sales and my managers could be very hot and cold with their personalities, therefore, I never really knew what I was daily walking into. Due to this, I try to do a frame “audit”. Hoch, Kunreuther and Gunther define a frame audit as, “...surfacing your own or your organization's frame or frames, understandi...
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