A) To make a rational and effective decision quickly.
B) To avoid making any decision at all.
C) To demonstrate your power.
D) To please everyone involved.

A) Blaming others for the situation.
B) Ignoring the problem and hoping it goes away.
C) Deep breathing exercises.
D) Consuming large amounts of caffeine.

A) Ignoring less important issues completely.
B) Addressing all issues simultaneously.
C) Dealing with the easiest issues first.
D) Identifying the most critical issues first.

A) Start, Test, Operate, Proceed.
B) Stay, Train, Optimize, Perform.
C) Solve, Troubleshoot, Outline, Present.
D) Stop, Think, Observe, Plan.

A) To ensure everyone understands the plan and their role.
B) To avoid responsibility.
C) To confuse the opposition.
D) To show off your knowledge.

A) It can lead to biased or irrational decisions.
B) It's never wrong.
C) It's the fastest way to make a decision.
D) It always leads to the best outcome.

A) Ask everyone you know for their opinion.
B) Only ask people who agree with you.
C) Only consult with trusted and knowledgeable sources.
D) Ignore all external advice.

A) Analyzing data very quickly and efficiently.
B) The ability to perfectly predict the future.
C) A medical condition that affects decision-making.
D) Overthinking a problem to the point of inaction.

A) Defining the problem is a waste of time.
B) To ensure you are addressing the root cause, not just symptoms.
C) Defining the problem is unnecessary.
D) The problem will solve itself if you ignore it.

A) Writing a persuasive essay.
B) Finding the shortest route on a map.
C) Cooking a delicious meal.
D) Identifying Strengths, Weaknesses, Opportunities, and Threats.

A) Participative leadership when there is no time.
B) Decisive and directive leadership.
C) Autocratic leadership ignoring all other input.
D) Hands-off and delegative leadership.

A) They are unnecessary and inflexible.
B) They allow for faster and more consistent responses.
C) They create more confusion and bureaucracy.
D) They guarantee perfect outcomes.

A) Never making rational decisions.
B) Making decisions with limited information and time.
C) Always making perfectly rational decisions.
D) Having unlimited information and time.

A) Blaming others if the outcome is negative.
B) Evaluating the outcome and learning from the experience.
C) Forgetting about the decision entirely.
D) Taking all the credit if the outcome is positive.

A) It is completely irrelevant.
B) It helps manage emotions and understand others' perspectives.
C) It hinders rational thought.
D) It guarantees perfect decisions.

A) Complete objectivity.
B) Perfect recall.
C) Emotional stability.
D) Confirmation bias.

A) To prepare for potential future events and develop contingency plans.
B) To avoid planning altogether.
C) To create unrealistic fantasies.
D) To predict the future with certainty.

A) It can suppress dissenting opinions and lead to poor decisions.
B) It's the most efficient way to make decisions.
C) It always leads to the best solutions.
D) It always results in everyone agreeing.

A) The skills and experience of the person you are delegating to.
B) Delegating only unpleasant tasks.
C) Delegating everything to the least experienced person.
D) Never delegating anything.

A) When new information becomes available.
B) Only if the outcome is perfect.
C) Never, once the decision is made.
D) Only if someone complains.

A) A celebration before making a decision.
B) Predicting the exact date of someone's death.
C) Imagining that a decision has already failed and identifying potential causes.
D) Analyzing the results of a post-mortem examination.

A) To blame others if things go wrong.
B) Documentation is unnecessary.
C) To provide a record of the reasoning and actions taken.
D) To erase all evidence of the decision.

A) Sleeping during a crisis improves the situation.
B) Lack of sleep impairs cognitive function and decision making abilities.
C) The less sleep the better for quick decisions.
D) Sleep has no effect on decision making.

A) Refusing to admit a mistake.
B) Setting predetermined exit criteria.
C) Doubling down on a failing strategy.
D) Ignoring negative feedback.

A) Ethics are irrelevant during a crisis.
B) Ethical rules don't apply under pressure.
C) Ethical principles should still guide decisions, even in stressful situations.
D) It's acceptable to compromise ethics to achieve a short-term goal.

A) Stress eliminates the need for risk assessment.
B) Stress always leads to accurate risk assessment.
C) Stress only impacts physical performance.
D) It can lead to either excessive risk-taking or risk aversion.

A) Overestimating the likelihood of events that are easily recalled.
B) Having perfect memory.
C) Accurately predicting all future events.
D) Ignoring all available information.

A) Wasting valuable time and resources.
B) Improving coordination and communication under pressure.
C) Making team members more stressed and anxious.
D) Increasing competition and conflict within the team.

A) Spending 80% of your time analyzing and 20% acting.
B) Ignoring the majority of tasks and focusing on a few.
C) Dividing resources equally among all tasks.
D) Focusing on the 20% of actions that will yield 80% of the results.

A) To mitigate their influence on your judgment and ensure objectivity.
B) Biases have no impact on decision quality.
C) Biases are impossible to overcome.
D) Biases are always helpful and should be embraced.