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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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