How to make decisions under pressure
  • 1. What is the primary goal when making decisions under pressure?
A) To avoid making any decision at all.
B) To make a rational and effective decision quickly.
C) To please everyone involved.
D) To demonstrate your power.
  • 2. Which of these techniques is helpful for managing stress during decision-making?
A) Consuming large amounts of caffeine.
B) Deep breathing exercises.
C) Ignoring the problem and hoping it goes away.
D) Blaming others for the situation.
  • 3. Prioritization under pressure involves:
A) Identifying the most critical issues first.
B) Dealing with the easiest issues first.
C) Ignoring less important issues completely.
D) Addressing all issues simultaneously.
  • 4. What does the acronym 'STOP' often stand for in crisis decision-making?
A) Solve, Troubleshoot, Outline, Present.
B) Start, Test, Operate, Proceed.
C) Stay, Train, Optimize, Perform.
D) Stop, Think, Observe, Plan.
  • 5. Why is clear communication essential when making decisions under pressure?
A) To ensure everyone understands the plan and their role.
B) To confuse the opposition.
C) To show off your knowledge.
D) To avoid responsibility.
  • 6. What is a potential downside of relying solely on intuition under pressure?
A) It's never wrong.
B) It's the fastest way to make a decision.
C) It always leads to the best outcome.
D) It can lead to biased or irrational decisions.
  • 7. Seeking input from others can be helpful, but what is a key consideration?
A) Only consult with trusted and knowledgeable sources.
B) Ask everyone you know for their opinion.
C) Only ask people who agree with you.
D) Ignore all external advice.
  • 8. What does 'analysis paralysis' refer to?
A) A medical condition that affects decision-making.
B) Overthinking a problem to the point of inaction.
C) Analyzing data very quickly and efficiently.
D) The ability to perfectly predict the future.
  • 9. Why is it important to define the problem clearly before making a decision?
A) The problem will solve itself if you ignore it.
B) Defining the problem is unnecessary.
C) To ensure you are addressing the root cause, not just symptoms.
D) Defining the problem is a waste of time.
  • 10. What is a 'SWOT' analysis used for?
A) Cooking a delicious meal.
B) Finding the shortest route on a map.
C) Identifying Strengths, Weaknesses, Opportunities, and Threats.
D) Writing a persuasive essay.
  • 11. In a high-pressure situation, which type of leadership is generally most effective?
A) Hands-off and delegative leadership.
B) Participative leadership when there is no time.
C) Autocratic leadership ignoring all other input.
D) Decisive and directive leadership.
  • 12. What is the benefit of having pre-determined protocols for certain situations?
A) They are unnecessary and inflexible.
B) They allow for faster and more consistent responses.
C) They guarantee perfect outcomes.
D) They create more confusion and bureaucracy.
  • 13. What is meant by the term 'bounded rationality'?
A) Always making perfectly rational decisions.
B) Making decisions with limited information and time.
C) Never making rational decisions.
D) Having unlimited information and time.
  • 14. After making a decision under pressure, what is an important next step?
A) Taking all the credit if the outcome is positive.
B) Blaming others if the outcome is negative.
C) Evaluating the outcome and learning from the experience.
D) Forgetting about the decision entirely.
  • 15. What role does emotional intelligence play in decision-making under pressure?
A) It is completely irrelevant.
B) It guarantees perfect decisions.
C) It hinders rational thought.
D) It helps manage emotions and understand others' perspectives.
  • 16. Which of the following is a common cognitive bias that can affect decisions?
A) Complete objectivity.
B) Perfect recall.
C) Confirmation bias.
D) Emotional stability.
  • 17. What is the purpose of scenario planning?
A) To create unrealistic fantasies.
B) To predict the future with certainty.
C) To avoid planning altogether.
D) To prepare for potential future events and develop contingency plans.
  • 18. What is the potential problem with 'groupthink' in a crisis?
A) It can suppress dissenting opinions and lead to poor decisions.
B) It's the most efficient way to make decisions.
C) It always results in everyone agreeing.
D) It always leads to the best solutions.
  • 19. Delegation is important, but what should you consider when delegating under pressure?
A) Never delegating anything.
B) Delegating only unpleasant tasks.
C) The skills and experience of the person you are delegating to.
D) Delegating everything to the least experienced person.
  • 20. When should you re-evaluate a decision made under pressure?
A) When new information becomes available.
B) Never, once the decision is made.
C) Only if someone complains.
D) Only if the outcome is perfect.
  • 21. What is a 'pre-mortem' analysis?
A) A celebration before making a decision.
B) Imagining that a decision has already failed and identifying potential causes.
C) Analyzing the results of a post-mortem examination.
D) Predicting the exact date of someone's death.
  • 22. Why is it important to document decisions made under pressure?
A) Documentation is unnecessary.
B) To blame others if things go wrong.
C) To provide a record of the reasoning and actions taken.
D) To erase all evidence of the decision.
  • 23. What is the relationship between sleep and decision making under pressure?
A) Sleeping during a crisis improves the situation.
B) Sleep has no effect on decision making.
C) The less sleep the better for quick decisions.
D) Lack of sleep impairs cognitive function and decision making abilities.
  • 24. Which of the following is a good strategy to avoid escalation of commitment?
A) Refusing to admit a mistake.
B) Ignoring negative feedback.
C) Doubling down on a failing strategy.
D) Setting predetermined exit criteria.
  • 25. What is the role of ethical considerations in decision-making under pressure?
A) It's acceptable to compromise ethics to achieve a short-term goal.
B) Ethical rules don't apply under pressure.
C) Ethics are irrelevant during a crisis.
D) Ethical principles should still guide decisions, even in stressful situations.
  • 26. How does stress impact risk assessment?
A) Stress only impacts physical performance.
B) It can lead to either excessive risk-taking or risk aversion.
C) Stress always leads to accurate risk assessment.
D) Stress eliminates the need for risk assessment.
  • 27. What is 'availability heuristic'?
A) Ignoring all available information.
B) Accurately predicting all future events.
C) Overestimating the likelihood of events that are easily recalled.
D) Having perfect memory.
  • 28. What is a key benefit of conducting regular team training exercises?
A) Improving coordination and communication under pressure.
B) Wasting valuable time and resources.
C) Making team members more stressed and anxious.
D) Increasing competition and conflict within the team.
  • 29. What is the '80/20 rule' (Pareto principle) and how can it apply to decision making?
A) Focusing on the 20% of actions that will yield 80% of the results.
B) Spending 80% of your time analyzing and 20% acting.
C) Ignoring the majority of tasks and focusing on a few.
D) Dividing resources equally among all tasks.
  • 30. Why is it important to be aware of your own biases when making decisions?
A) Biases have no impact on decision quality.
B) To mitigate their influence on your judgment and ensure objectivity.
C) Biases are impossible to overcome.
D) Biases are always helpful and should be embraced.
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