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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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