Sentence examples for decision-making categories from inspiring English sources

In Table 3, we present the definitions for the named ad hoc decision-making categories.

Table 2 summarises the named ad hoc decision-making categories, the frequencies and percentages of our coding, the participants in the study, the total observation times and intercoder reliability values with Cohen's κ values.

We identified eight ad hoc decision-making categories for ICU shift leaders: (1) adverse events, (2) diagnostics, (3) human resources and know-how, (4) material resources, (5) patient admission, (6) patient discharge, (7) patient information and vital signs and (8) special treatments.

On the basis of our analysis, we identified eight decision-making categories: (1) adverse events, (2) diagnostics, (3) human resources and know-how, (4) material resources, (5) patient admission, (6) patient discharge, (7) patient information and vital signs and (8) special treatments.

All interviews were coded and analysed by the one researcher for consistency, however throughout the analysis period, the authors reviewed the coding, themes and model development using an iterative, consensus decision-making process for category reliability.

Related research can be divided into two categories: decision-making methods, and multi-optimization methods.

Methods were used to explore factors that may have led to faulty decision-making in four decision categories: (1) placement in foster homes with prior substantiated child abuse and neglect; (2) determination of findings of new reports of child maltreatment; (3) evaluation of child safety following a report of child maltreatment; and (4) decisions about licensure and corrective action.

The interface to facilitate this decision-making would use standardized categories of critical illness phenotypes (such as penetrating trauma, blunt trauma and pneumonia).

Although the study was primarily aimed at analysing impact on informed decision-making, impacts on other categories were also identified and described (capacity building, health benefits, and broad economic benefits).

The "data utilization" category (items 15 19) assesses HRIS usage for workforce planning and decision-making; and the fourth category, "sustainability and ownership" (items 20 21), captures information which would indicate whether the system being described was locally owned and endorsed.

The original four category response to usual approach to decision-making was collapsed into two categories; SDM or not.