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Decision-making in healthcare settings is challenging, especially when a situation is surrounded by uncertainty. In such conditions, healthcare administrators use fuzzy decision making to ensure that they use evidence-based treatment for a given illness that best suits set standards of care. Fuzzy decision making in healthcare administration practice refers to the process of deciding which best intervention goals or measures should be applied when it is difficult to precisely tell medication for a given illness (Ortiz-Barrios et al., 2022). The treatments’ goals are not necessarily within the system’s standards of control and encompass alternative interventions whose effects are not clearly defined.
Implementing fuzzy decision making when uncertainty exists can involve three steps: determination of the available set of alternatives, evaluation, and comparison. Uncertainties have higher chances of introducing unforeseen and unexpected impacts that can adversely affect healthcare delivery. Therefore, it is imperative to determine alternatives from which the optimal decision has to be taken. Evaluation of the alternatives helps know whether they fit the situation or not. Comparing the alternatives facilitates selecting the best option instrumental for making the best decision.
An example of where fuzzy decision making might be important for my work is when selecting personnel for my firm. Choosing the best candidates would involve identifying, weighing, and evaluating them against the requirements for the vacant positions. Fuzzy decision making in such a case is crucial because the potential employees’ knowledge, competence, capability, and experience would play an instrumental role in the firm’s success. Equally, correcting a wrong decision regarding hiring an unfit person would be challenging. For example, hiring unskilled individuals with low levels of integrity to work in a healthcare facility is detrimental to patients and other employees. Such personnel can jeopardize patients’ safety and well-being and cost the organization a considerable amount of money or risk its closure due to legal litigations associated with their actions.
Reference
Ortiz-Barrios, M., Gul, M., Yucesan, M., Alfaro-Sarmiento, I., Navarro-Jiménez, E., & Jiménez-Delgado, G. (2022). A fuzzy hybrid decision-making framework for increasing the hospital disaster preparedness: The Colombian case. International Journal of Disaster Risk Reduction, 72, 1–27. Web.
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