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Decision Tree In Powerpoint Template

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Decision Tree

Transcript: Decision Tree Propose new responsibilities It's not as if I am unhappy with my current situation; however, I feel I am not being challenged enough anymore. Because it is not a dire situation, waiting a little longer may give me more clarity on the situation. Alternative 2 Because my end of year evaluation is happening in December and I will be finished with my Bachelor's degree in December, I have started to really consider asking for more responsibilities at work. Here are my options... Negative Consequence By voicing my concerns, my manager and I could come to a mutual decision about the future of my position. Alternative 1 Ask my manager for more responsibilities I am beginning to feel stagnate and perhaps a little bored at work. Recently I have also begun to question the growth opportunities in my current position. Problem Do not act yet - do nothing My manager and I have a very open relationship; however, I have been feeling this way about my position for a while. If I come into the meeting with a list of things I want to change, my manager may become defensive and our relationship could deteriorate . Negative Consequence Instead of just asking for more responsibilities, inform my manager of a few different responsibilities I would like to do. This would enable me to have a little more control about the future of this position. By only asking, I may be given responsibilities which I really do not want. Waiting may also result in progressively become less and less satisfied. If that were to happen I would really regret it later. Positive Consequence Negative Consequence Positive Consequence Positive Consequence Alternative 3

Decision Tree

Transcript: **In all situations where the third-party is treated as your client, a clear documentation of the relationship between all stakeholders must be done at the outset of treatment. The individual with a disability who requires treatment No Yes Yes Have you discussed the prioritizing of target behaviors and skills? Yes Who contacted you about your services? Will addressing the behavior or skill the 3rd party wants impede the progress of the individual with a disability or create risk to them? You must act in the best interest of the most vulnerable party. The individual with a disability is your client. Parents of the individual with a disability Do opinions differ on behaviors which could cause harm to the person with disabilities or others? No Is the individual with a disability able to discuss their priorities with you? Yes You can treat the 3rd party as if they are your client unless a conflict arises. This individual is your client The individual with the disability is your primary client. Yes No Yes Are your priorities the same? Who is the Client? If there is no conflict of interests, you may work with the 3rd party as if they are your client. Other third party (ie. teacher, school district, residential facility, etc.) The individual's priorities must come first, and they are your client. If a conflict of interest arises and the practitioner feels they can not treat this person as their client, they may refer the case to a more suited professional. No Have a team meeting to discuss needs and goals No Are these individuals or organizations paying for your services? No

Decision Tree

Transcript: Decision Tree “A schematic tree-shaped diagram used to determine a course of action or show a statistical probability. Each branch of the decision tree represents a possible decision or occurrence. The tree structure shows how one choice leads to the next, and the use of branches indicates that each option is mutually exclusive.” Investopedia A tree diagram which is used for making decisions in business or computer programming and in which the branches represent choices with associated risks, costs, results, or probabilities. Merriam Webster - Businesses - Medical decision making (classification, diagnosing...etc) - Computer programing - data mining - machine learning 1. Decision trees implicitly perform variable screening or feature selection 2. Decision trees require relatively little effort from users for data preparation 3.Nonlinear relationships between parameters do not affect tree performance 4.Decision trees are very intuitive and easy to explain. * Decision tree is a decision tool that helps identify the right decision accurately. * Decision trees are used in different fields and for different purposes. * Solutions, chances, and end results are the three main components of a decision tree. * There are three main steps for drawing a decision tree: drawing, evaluating and calculating. * Like any other decision-making tools, there are a number of advantages and disadvantages to it. When is it used? What is it used for? Decision tree elements Squares represent decisions 2. Chance nodes - represented by circles Definitions Example Summary 1. Decision nodes - commonly represented by squares Add values, cash, score, or percentage to each possible outcome according to your expectations and using common sense. Evaluating your Decision Tree Circles represent uncertain outcomes * If the result is another decision that you need to make, draw another square Advantages Triangles represent possible outcomes, not further decisions need to be made at this point. -Draw a box to represent the problem or new project - Expand the line and add the solutions in two directions- draw as many branches as solutions. - At end of each line consider the results of taking each decision How does it work? Definitions: -Instability -Complexity -Unwieldy -Too Much Information Calculating the tree values A decision tree can be used to clarify and find an answer to a complex problem. The structure allows users to take a problem with multiple possible solutions and display it in a simple, easy-to-understand format that shows the relationship between different events or decisions. The furthest branches on the tree represent possible end results. 3. End nodes - represented by triangles Starting from left to right, start calculating the uncertain outcomes and multiply them by their probabilities. Disadvantages Drawing the tree

Decision Tree

Transcript: Is it a good photo? Yes No Is it an inappropriate? Yes No Would you let your mother or grandmother see the photo? YES NO Would your friends in the picture like it? YES NO Would people judge it in a bad way? YES NO Will I feel good about this picture in a year? YES NO Will the picture ruin mine and the others in the photos reputations? YES NO If you answered correctly on all of these questions you can now post the photo. No? Than you probably shouldn't share it. No? The you probably shouldn't share it then Picture From a party on Vacation With Friends If yes than don't post. If no than don't post it. No? Than don't post it. No? Than don't post it. If yes than don't post it.

Decision Tree template dec 2025

Transcript: Narrative Budget Areas of Ministry Administration Building Adult Ministries Children and Youth Ministries Worship and Music Congregational Care Community Connections Provincial and District Ministries Other? Balanced Budget What areas are we spending money in that could be changed or shifted to fit in with our income? What ministry do we believe God is calling us to live out? What activities, outreach, programs do we want to accomplish this year? What needs can we meet in the local community? What is our "Why"? Congregational Budget Using our financial resources for ministry. Space Rental What organizations or partners could rent space from us to offset some expenses? Are there partners whose mission aligns with ours that couldshare space and expenses to accomplish our shared goals? Deficit Budget Other Revenue Streams Solar Panel Installation Fundraising Social Enterprise etc. Use Reserve Funds What reserve funding is available? What rate or percentage of reserve funding are we willing to use to help balance the budget each year?

Decision Tree

Transcript: Way to Success of decision making I would like to recommend chris should ch Alternative1. Relevant Decision and Uncertainties..... Thank you! The top two bars on the tornado were Sales Volume and Special Compound Cost. These two variables together accounted for 95% of the uncertainty in the overall Net Present Value (NPV). Given their dominance, the decision professional concluded that we only need to take these two variables forward to the decision tree analysis. Here is a summary of the information the decision professional provided: a. The Decision - Alternative 1: Manufacturing Process A (does not need the special compound) - Alternative 2: Manufacturing Process B (requires the special compound) b. Sales Volume uncertainty - 60% probability of high sales, 40% probability of low sales, regardless of manufacturing process and compoound cost. c. Compound Cost uncertainty - 70% probability of low cost; 30% probability of high cost. Case Material Phase 1 Decision Tree GOAL! Decision Tree Relevant Decision There are two alternatives either we can 1. Manufacture a> Process A b> process B 2. Outsource Uncertainties are 1. Short supply of special compound 2. Price volatility of special compound 3. Capacity of production plant 4. Outsource product security and quality 5. Excess demands will met via outsourcing but quality is a concern 6. Extension of plant capacity Phase 2 Phase 3

Decision Tree

Transcript: What should President Figueres do to stop the teachers' strike?? We advise President Figueres to negotiate without preconditions.

Decision Tree

Transcript: ENDLESS POSSIBILITIES! Beauty School Trade School I want to go to college! No college for me. "To go to college or not to go to college? That is the question..." 2-year community college 4-year University

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