65 FOUR Decision-making Introduction Poor decision-making is often said to be linked to wrongful convictions and other MOJs. In research for the RCCJ, Maguire and Norris (1992) identified decision-making as one of the most common reasons for MOJs. They suggested that detective training should include this issue in a more fundamental way. Decision-making skills have been highlighted as crucial to detective practice (Smith and Flanagan, 2000; O’Neill, 2011; Westera et al, 2014). Some attempts have been made to address decision making in the form of guidance
other people, particularly regarding treatment, and have the right to equal recognition before the law. ( Sugiura et al, 2020 ) The freedom to make decisions The principles of autonomy, self-determination, choice and independence are elements of decision making that, in most circumstances, people enjoy not only the freedom to exercise but the benefits that derive from such freedoms. A central tenet of exercising freedom and choice is to be able to make decisions that directly impact on how one functions within and contributes to society. Such freedoms also
Psychology has made a range of important contributions to policing, from how police carry out their duties and how the force works as an organisation, to how police work affects individual officers and staff. In particular, decision-making research can help explain how decisions are really made in policing-related circumstances as well as inform the development of decision-making tools and aids. In policing, decisions must be made all the time, often under extremely challenging situations, and the outcomes of police decisions can be life changing both for the
12 AMHP decision-making Chapter aim This chapter will enable you to meet the following AMHP key competence themes: • Making decisions relating to risk • Weighing up decisions • Asserting social perspectives in decision-making • Obtaining, analysing and sharing appropriate information to make decisions • Demonstrating independent decision-making Schedule 2 of the Mental Health (Approved Mental Health Professionals) (Approval) (England) Regulations 2008 Key Competences 1(b)–(c), 2(d), 4(f), (h)–(k), 5(a)–(b), (d), (f), (h) Schedule 2 of the Mental Health
193 NINE Participatory decision making Of the four classic governance strategies, none regards power balance as a challenge requiring ongoing adjustment. The hierarchical strategy assumes people will accept power differences as a fact of life, and not seek to usurp the order of things. The minimalist takes it that without a central authority amassing power, nobody else would either. The egalitarian believes the issue can be resolved once and for all with everyone having the same power, even though that can only be secured paradoxically by a very powerful
93 6 MAPPA as ‘risk in action’: discretion and decision making Kerry Baker Introduction At first sight, Multi-Agency Public Protection Arrangements (MAPPA) may appear to be an obvious example of the dominance of ‘risk’ in current criminal justice and penal policy. However, although risk-based governance (O’Malley, 2004) is clearly a significant feature of modern society, there are still ‘unresolved struggles for pre-dominance between risk-based reasoning and other resources of knowledge, influence and prestige’ (Loader and Sparks, 2007, p 85). This suggests
191 Part 4 Assessment, negotiation and decision making
509 Evidence & Policy • vol 11 • no 4 • 509–27 • © Policy Press 2015 • #EVPOL Print ISSN 1744 2648 • Online ISSN 1744 2656 • http://dx.doi.org/10.1332/174426414X14170304008766 research Organisational factors affecting policy and programme decision making in a public health policy environment Pauline Zardo, pauline.zardo@unimelb.edu.au, The University of Melbourne, Australia; Alex Collie, alex.collie@monash.edu; Charles Livingstone, charles.livingstone@monash.edu Monash University, Australia Organisational factors can affect the success of interventions
Key messages Challenges to evidence-informed decision making during infectious disease outbreaks are numerous but understudied Scientific uncertainty often challenges decision making and facilitates the contestation of expertise Political, economic and media pressure impact technical decision making during outbreaks Knowledge transfer can be enhanced by collaborative risk governance networks and processes Introduction Public health emergencies (PHEs) are situations that require immediate response actions. Decisions made during an emergency may
Key messages Uncertainty is inherent to research evidence and to decision making. Rational decisions require judgment to interpret evidence and stakeholder values to apply evidence. Decisions can be sensitive to evidence, expertise, and/or preferences and values to varying degrees. Over the last decade, efforts to improve the use of research evidence in health policy have resulted in a diverse range of resources, including clearinghouses of evidence-based practices ( Lavis et al, 2009 ; Bosch-Capblanch et al, 2012 ; US Department of Health and
