Explanation to "framing the decision" in terms of purpose, scope, and perspective

Framing the decision is composed of three main fields: the purpose scope and the perspective essential in contributing to the alternatives. The fields of framing the decision are mainly applied to the concepts that involve making decisions, thus achieving the target decision of the organization. The main aim of most of the companies is keeping customers happy, thus making more money.

To successfully frame the decision, he/she has to undergo the step of defining what he/she aims to achieve at the end of the decision-making process. When making the management team is making the purpose of making a particular decision, they have to implement it in a manner that will help the organization be close to the goals it wants to achieve.

The second step that is involved in the framing process is the scope. With the scope, the management team can determine what is to be included and what to be excluded in the judgment of the organization. Scope involves sorting multiple options, including determining the most agent items for the organization to run successfully. In this step, the business might request several stakeholders in the meeting, thus allowing them to suggest the most appropriate requirements in the business.

Perspective is recognized as the last step in the process of forming the decision. The perspective seeks to help in interpreting the decision, thus allowing others to understand more about the decision, thus finding the best approach when implementing a particular decision. The business can run appropriately with the right approach, thus allowing the organization to achieve its goals.

Discussion of biases and traps that can be avoided when framing the decision:

Overconfidence

Overconfidence tends the decision-maker to believe that he has made the best decision, thus making them fall in the trick that the organization can develop successfully. Since the decision-maker believes him/herself, they tend to ignore the small risks, thus making huge mistakes that are very hard to recover in the organization.

Anchoring

When people are making and implementing an organization's business, they tend to think differently, thus making them have different views depending on the activities to be carried on the business. When decision-makers are deciding for a business, they should prioritize in discussion the goals, thus making an aim of how the organization's goals can be achieved.

Sunk cost trap

When humans are making decisions, they can be irrational at times and make bad decisions. When a bad decision is made, it is hard for people to suggest that the decision made was bad. Rather than solving the issues associated with the bad decisions, they hope that the bad decisions will become good at one time. Some decision-makers may fail to know that decisions may impact an organization negatively, and it might be hard to reverse the decision made.

Confirmation bias

When a decision-maker is making a particular decision, he might be subjected to various viewpoints when trying to find the evidence that appropriately suits his/her decision. Confirmation bias can be one of the biggest traps as one can find a huge time when trying to support the decision, and he might not be sure if the decision might be the most appropriate for the organization he might be working for. Sometimes decision-makers might find it a hard task when they are trying to justify the decision and make it work in the organization.

Meaning and purpose of using the MDQ model objectives

The MDQ model consists of a series of goals that are well defined with allows the decision-maker to be able to search for comparisons using various alternatives. With multiple considerations and alternatives, the researcher can know about the weaknesses and strengths of his/her goals. Objectives are one of the key considerations of the MDQ model, and it focuses on the essentials of the decision. When the goals are described in the organization, they should be described without trapping or discriminating.

Objectives of the MDQ model

It can be used in increasing the sales

Customer service is one of the major considerations in the model. With customer service in the organization, customers feel they are considered by the organization and can come to the organization regularly. When customers regularly come to the organization and buy commodities, it allows the organization to sell more products, thus generating profit from the commodities sold.

Maximizes growth in the company

When the customers are considered in a company, the company tries to ensure the customers are satisfied. When the customers are satisfied, they are likely to leave a positive review to the company, and they are likely to come for more services from the company. When customers keep purchasing services from a certain company, the company is likely to grow as a result of the satisfied customers.

It seeks ways to decrease the expenses.

The most effective way the cost would be reduced in the HH model is by embracing technology. With embraced technology, it will allow various software that will facilitate streaming of small business operations; thus, there will be no need for funds to be used for various stakeholders to travel from one place to another. Furthermore, the systems can cover several places simultaneously, thus facilitating productivity cheaply in the organization. Technology can conduct all the supply chain factors without using many costs, thus allowing workers to leverage from it.

It is the best strategy in dealing with potential threats to HH's market.

Marketing risks are one of the major risks associated with the external market and they are one of the main risks associated with the HH's company. With the MDQ model, it is possible to eliminate the threats by using the best decision to avoid the risks. The model also supports evaluating the strengths, weaknesses, opportunities, and threats associated with the business. With SWOT analysis being well conducted, it is possible to eliminate the risks, thus positively developing the business. Furthermore, the tool allows evaluation of the external market, thus allowing the organization to develop positively.

It is the best strategy for developing customer relationships the thus enhancing growth

by a company building relationship with its customers and increasing growth with its customers is cumulative lifetime value as it contributes to the cumulative income of the company, and it is used in developing the relationship of the company and its customers. Cumulative lifetime value can be enhanced via customer satisfaction, thus leading to more sales to the company. If a customer is happy, he/she can contribute 2.6 times to the company compared to unsatisfied customers.

It is the best strategy for maintaining strong engagement with the staff.

Promoting versatility is one of the best ways of promoting strong commitment between various stakeholders in the organization. Strong relationships can also be facilitated in an organization by increasing participation between the workers of the organization. When versatility is carried out in the organization, various employees can be allocated various hours, thus allowing them to meet their needs on the activities they are carrying out in the business. If workers are allowed to work at various hours in the organization, they tend to be more active, thus increasing their productivity.

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