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Cancel Culture

Nowadays, we have all been exposed to the idea of cancel culture whether on our social media and news feeds or in everyday conversations. Some believe it is a force for good where others go as far as to believe it is a threat to our democracy. For example, according to writer, Alexandra D’Amour: Cancel culture has been incredibly effective at combating sexism, racism, or any other type of abuse or harmful wrongdoing to others. It’s held people accountable for their actions in ways that wasn’t possible in the past. It’s prevented shitty people from getting away with doing or saying shitty things. Some say that cancel culture has “…turned into a catch-all for when people in power face consequences for their actions or receive any type of criticism, something that they’re not used to” (Hagi). Whereas, many think cancel culture has gone too far and has become unproductive. It is said that cancel culture neither shares a common ideology nor a movement. There isn’t a leader and it doesn’t require any sort of membership. It is inherently negative. Often cancell​‌‍‍‍‌‍‍‌‍‌‌‍‍‍‌‍‌‌‌‍​ing results in people losing their livelihoods: fired or suspended from their jobs, taken off the air, losing subscribers. Benjamin Wallace-Wells, a staff writer for The New Yorker defines cancel culture one way, saying: When politicians or commentators talk about “cancel culture,” they are typically speaking of a fear that even ordinary people who express ideas that are politically incorrect will be publicly shamed—that social media has enabled a universal speech surveillance, and that people and institutions are now self-policing, out of fear of it. What do you think about cancel culture? Is it something that does or doesn’t exist? If it does exist, do you think it is a necessary and effective response to perceived wrongdoing? If it doesn’t exist, why do you think some members of society believe it does? If you’d like, you can illustrate your point by choosing someone (ex. artist/politician/celebrity) or an organization (ex. Washington Redskins, Lance Armstrong Foundation, Aunt Jemima) who was cancelled or had to rebrand out of fear of being cancelled and discuss wh​‌‍‍‍‌‍‍‌‍‌‌‍‍‍‌‍‌‌‌‍​ether or not it was effective.

Sample Solution

Decision-making is the powerhouse of every project; decisions made at pre-conception, in-project and post -project stages of the project, defines the ultimate success of the project (Stingl and Geraldi 2017). The Business Dictionary (2018) defines decision-making as the logical selection of the most appropriate option from available alternatives. Similarly, Merriam Webster Dictionary (2018) states that decision-making is the act of making decision particularly with a group of individuals. Tiwary (2013) describes decision-making as the method or strategy adopted by an enterprise to actualise set goals. Reese & Rodeheaver (1985, cited in McFall, 2015, p7) suggest that decision- making deals with the core processes, which a decision or indecision is made from competing alternatives, and might be or might not be attributed to behaviour. Inaction, like resisting responding or dodging a stimulus can become a chosen alternative for execution and likewise behaviour may start from the decision-making process despite the absence of alternatives to consider; In this instance, the behaviour seems simple and automatic (McFall, 2015). Redish (2013) portrays these apparently automatic behaviours as decisions, even though the decisions are reached through less cognitive effort , also known as reflex actions or heuristics. Furthermore, Redish contends that reflex actions and automatic responses have the potentials of been altered through cognitive system, an illustration of this can be seen in an individual that places a palm on a hot burner and resists the urge to remove it because of an expected reward. 2.5 Historical Perspective of Decision Making Decision-making is an act as old as humankind and the ancestors of modern humans made daily decisions based on interpretations of dreams, smokes, divinations and oracles (Buchanan and O’Connell, 2018). According to Gigerenzer (2011), modern decision-making dates back to the seventeen century; when Descartes and Pointcarre invented the first calculus of decision-making. Buchanan and O’Connell (2018) attributes the popularity of modern decision- making to Chester Barnard in the middle of the twentieth century; for importing the terminology “ decision-making” which was mainly a public administration concept to the business sector to substitute restrictive narratives like policy making and resource allocation. William Starbuck, a professor in Oregon University acknowledges the positive impact of Chester Barnard’s introduction of decision- making on managers by explaining that policy-mak

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