Answer to Question 1
1. Identify the problem find a discrepancy between an existing and a desired state of affairs;
2. Collect relevant information gather the facts and information relevant to the problem while identifying the decision criteria. Why has it occurred now? How is it affecting productivity? What organizational policies are relevant for dealing with this problem? What time limitations exist for solving it? What costs are involved?;
3. Develop alternatives consider which alternatives exist beyond the obvious or those that may have been used previously;
4. Evaluate each alternative list the alternatives that could succeed in resolving the problem without evaluating them and critically analyze each alternative by appraising it against the criteria;
5. Select the best alternative What's best will reflect any limitations or biases that you bring to the decision process. It depends on things such as the comprehensiveness and accuracy of the information gathered;
6. Implement the decision putting the decision into action. If others will be affected by the decision, implementation also includes conveying the decision to those affected and getting their commitment to it. Assign responsibilities, allocate necessary resources, and clarify deadlines, and follow up; and
7. Evaluate did your choice accomplish the desired result? Did it correct the problem originally identified in Step 1?
Answer to Question 2
C
The experimental approach used by Masui and Markert to identify cyclin and cyclin-dependent kinase (
Coronoid process
Nursing diagnositic process - risk for infection
The basic steps in hemostasis.
The transition between steps usually occurs at a temperature that would not interfere with cold ...
Steps in homologous recombination repair of double-stranded breaks