ASSIGNMENT 4

DATE : 16 APRIL 2024

NAME: SIBUSISO

SURNAME: KOYANA

STUDENT NUMBER: 64213994

MODULE: MANAGEMENT OF

INFORMATION III

MODULE CODE: PUB 3719

1.Title page

1.1 How has the usage of technology assisted in sharing information during the
COVID-19 global pandemic with various stakeholders for decision-making

1.2 To what extent is the analysis of credible and accurate information important to the
decision-making process and ultimately informing public policies

2.Table of contents

2.1 Introduction

2.2 Content

2.2.1 Digital Health Solutions

2.2.2 Role of information in decision making

2.2.3 Different decision-making models

2.3 Conclusion

2.4 List of sources

2.1 Introduction

In December 2019, the Corona virus disease 2019 (COVID-19) was discovered in
Wuhan, China. Then, in a very short time, the virus spread worldwide. To March
2022, records show that almost more than 520 million people have been infected
with COVID-19 and more than 4 million people have died of the disease. COVID-19
has been defined as an acute respiratory syndrome with a continuous cough, a high-
grade fever, and shortness of breath . Because of the rapid spread of COVID-19, the
World Health Organization (WHO) declared it a pandemic. Around the world, many
healthcare systems have been affected and challenged due to the enormous number
of cases that need healthcare services.

In general, the COVID-19 pandemic has created many challenges for both
individuals and healthcare systems. At the population level, public authorities and
governments introduced lockdowns and quarantine to prevent the spread of the virus
, since it was discovered that the virus is more active in social areas. The quarantine,
stay-at-home, and social distancing policies were implemented to control the spread
of the infection . Research indicates that many healthcare systems were vulnerable
in the face of such a pandemic, as it has increased existing challenges such as staff
shortages, personal protective equipment (PPE) shortages, and intensive care unit
(ICU) and hospital bed capacities. This extraordinary situation imposes extra
challenges on the existing healthcare systems.

2.2.1 Digital Health Solutions

Using digital technology to provide support, medical consultations, deliver healthcare

services, and track the spread of the virus has been identified as a vital solution to
help to curb the transmission of the virus.

Although digital technology in healthcare services was introduced decades ago as

telehealth or remote healthcare services, the presence of the pandemic has
dramatically boosted its applications and development as an important factor to
mitigate the disease and to break the cycle of disease transmission. Digital health
solutions have both hard and soft innovations. Hard health innovations involve the
remote use of medical devices, and soft health innovations are defined as the
knowledge to operate and monitor the devices, as well as the patients.

The terminology associated with the digital technology used to provide healthcare
during the pandemic reflects the sources, mode, or the services that accompany the
technology. For example, ‘telehealth’ is the terminology used for telephone services
or internet services that provide routine check-ups for confirmed COVID-19 patients,
such as monitoring vital signs and tracking symptoms of the disease. In another
example, the electronic intensive care unit (eICU), the healthcare provider uses a
live video camera to monitor ICU patients in another hospital, and to provide support
for other healthcare providers. A summary of the various digital health terminologies
and their uses during COVID-19 is provided in the online Supplementary Material.

2.2.2 Role of information in decision making

Information plays a crucial role in the decision-making process. It serves as the

foundation for informed decisions. Also, it helps individuals and organizations make
choices that are based on accurate and relevant data. The following are some of the
keyways in which information contributes to decision making:
2.2.2.1. Problem Solving: Information helps identify problems and allows decision
makers to evaluate alternative solutions and choose the best course of action.

2.2.2.2. Evidence-based Decision Making: Information provides the evidence

needed to make decisions that are based on data and facts, rather than opinions or
assumptions.

2.2.2.3. Risk Assessment: Information helps decision makers assess risks and
make decisions that minimize potential harm and maximize benefits.

2.2.2.4. Forecasting: Information helps decision makers anticipate future events

and trends, allowing them to make plans and prepare for potential challenges and
opportunities.

2.2.2.5. Improved Accuracy: Information helps decision makers make more

accurate decisions by providing them with a complete and accurate picture of a
situation.

2.2.3 Different decision-making models

2.2.3.1. Rational Decision-Making Model: This model assumes that individuals

make decisions based on logic and careful consideration of available options. It
involves a systematic, step-by-step process of gathering information, evaluating
alternatives, and choosing the best option.

2.2.3.2. Bounded Rationality Model: This model recognizes that individuals have
limited time, information, and cognitive resources, and therefore make decisions that
are “good enough” rather than perfectly rational.

2.2.3.3. Intuitive Decision-Making Model: This model asserts that individuals rely on
past experiences, gut feelings, and instincts to make quick decisions without a lot of
conscious thought.

2.2.3.4. Satisficing Model: This model suggests that individuals make decisions by
selecting the first alternative that meets their minimum criteria, rather than evaluating
all options thoroughly.

2.2.3.5. Incremental Decision-Making Model: This model involves making small,

gradual changes to an existing situation rather than making a radical change.

2.2.3.6. Group Decision-Making Model: This model involves a group of individuals

coming together to make a decision, taking into account the perspectives and
opinions of all group members.

2.2.3.7. Political Decision-Making Model: This model recognizes that political

factors, such as power relationships, can influence the decision-making process.

2.2.3.8. Satisfaction Model: This model asserts that individuals make decisions
based on the level of satisfaction or happiness they expect to receive from a
particular choice.
Each of these models has its own strengths and weaknesses, and the choice of
which model to use will depend on the specific situation and problem at hand.

Healthcare Systems Complexity

Reviewing the quick adoption of healthcare innovations during the pandemic

demonstrates the barriers related to the complexity of healthcare systems, especially
in poor countries or countries that have vulnerable healthcare systems. Beliefs and
perceptions about digital health were a challenge before, during, and beyond the
pandemic. Internet connections, digital health support, data security and privacy, and
economic status are also considered barriers . These barriers emerge from multiple-
level users, including organizations, healthcare providers, policymakers, and
consumers . Nevertheless, attention must be paid to poor healthcare systems in
which the users barely receive the basic healthcare that they need.

2.3 Conclusion

In conclusion, digital health during the COVID-19 pandemic has been identified as
an essential tool to mitigate the transmission of the virus. Digital technology has
provided different applications and has played various roles in curbing the pandemic.
Stronger healthcare systems have had a more rapid implementation of digital
technology during the pandemic than poor and vulnerable healthcare systems.
Several facilitators and barriers have been identified in the literature regarding the
implementation of digital health during the COVID-19 pandemic.

2.4 List of sources

(No date a) National Center for Biotechnology Information. Available at:

https://www.ncbi.nlm.nih.gov/ (Accessed: 13 April 2024).

(No date a) Ken Evoy - founder - sitesell.com | linkedin. Available at:

https://ai.linkedin.com/in/kenevoy?trk=article-ssr-frontend-pulse_publisher-author-card
(Accessed: 13 April 2024).