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

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

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

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

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

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

A) Analyzing data very quickly and efficiently.
B) The ability to perfectly predict the future.
C) Overthinking a problem to the point of inaction.
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 unnecessary.
D) Defining the problem is a waste of time.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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