In my article "The Need for Psychology Understanding,” I discussed how fiction writers need at least a basic understanding of psychology in order to write realistic content, dialogues, characters, and relationships. One such psychological concept is decision-making models. While most writers know and understand that decision-making occurs often in both fictional and non-fictional works, not all writers are aware of the decision-making models. Decision-making models can be used by writers to realistically show how a character reaches a decision and they can provide explanations needed for readers to follow how and why characters make the choices that they do. While fictional writers can create their own decision-making models, many writers prefer to use the models that already exist. Using real models can add a realistic feel to a story or situation and it can help the author not have to spend the time creating a fictional decision-making model.

Eight Step Model

There are numerous models used by organizations, groups, and individuals to handle making important decisions in ethics and in life, yet not all of these models are supported decision-making models. The eight-step ethical decision-making model is one such supported model because the model was designed in accordance with the APA Code of Ethics to provide professionals with a guide in handling decisions in regard to ethical issues.

The eight-step ethical decision-making model is based on the basic steps of defining the problem, gathering information, generating options, and selecting an action, then further extended to include additional steps specifically related to ethical analysis (Johnson, 2001; Purtillo, 1999). The ethical decision-making model contains the following eight steps:

1. “Determine whether the matter truly involves ethics” (Koocher & Keith-Spiegel 2016, p.576). The first step involves both identifying the problem and analyzing the problem to ensure it is, in fact, an ethical issue before proceeding with the eight-step ethical decision-making model.

2. “Consult guidelines already available that might apply as a possible mechanism for resolution” (Koocher & Keith-Spiegel 2016, p. 576). During the second step, any guidelines, laws, or ethical codes that are relevant to the problem are consulted and collected in order to possess all relevant information about the issue.

3. “Pause to consider, as best as possible, all factors that might influence the decision you will make” (Koocher & Keith-Spiegel 2016, p.576). During the third step, situational factors that will influence the decision are assessed; these factors could include prejudices, biases, lack of competencies, and/or personal needs (Koocher & Keith-Spiegel 2016).

4. “Consult with a trusted colleague” (Koocher & Keith-Spiegel 2016, p.577-578). The fourth step involves seeking input from a colleague that is known for possessing a strong commitment to the profession, a keen sensitivity to ethical matters, and a forthright manner who is in an equal or higher position than the problem solver (Koocher & Keith-Spiegel 2016).

5. “Evaluate the rights, responsibilities, and vulnerabilities of all affected parties” (Koocher & Keith-Spiegel 2016, p.578). The fifth step requires the problem solver takes into account any stakeholder rights to confidentiality, informed consent, and evaluative feedback into account (Koocher & Keith-Spiegel 2016).

6. “Generate alternative decisions” (Koocher & Keith-Spiegel 2016, p.578). The sixth step involves creating alternative options regardless of their risk, expense, or level of appropriateness; these alternative options should also include not acting as well as postponing the decision until a later date (Koocher & Keith-Spiegel 2016).

7. “Enumerate the consequences of making each decision” (Koocher & Keith-Spiegel 2016, p.578). The seventh step involves the identification and documentation of potential consequences of the decision, the time and resources need to implement the decision, the evaluation of the consequences and benefits of the decision, as well as any risks involved in the decisions (Koocher & Keith-Spiegel 2016).

8. “Select, complete and evaluate the action” (Bennett-Woods, n.d.). The eighth step is when the decision is reached, any potential harm is evaluated and minimized, and the decision is implemented.