Moving closer to the goal – a requirement of the Model
The Model solves the problem and creates advancement toward the goal, and it does so without "burning any bridges" or creating additional problems that must be addressed later. One of the Model's requirements is that the chosen problem solution brings you closer to your ultimate goal. This requirement id Test 3 in the 4-Test sequence. Also, evaluating alternative solutions automatically occurs by repeating the Model in sequential phases until a satisfactory action is reached.
Negative emotions considered in the Model – a critical component!
Negative emotions often create future problems and are avoided as much as possible in the Model. Almost all decisions any human being makes are based on emotions. Fear, jealousy, competitiveness, anger, revenge, protection of loved ones or property, preservation of self-esteem or stature, and need of acceptance by peers are just a few of the emotions that drive human decisions and reactions. If the emotions of others who are affected by your decisions are not considered, I promise you repercussions and future dilemmas will develop that you never imagined! Nations have gone to war, groups of people have suffered genocide, and corporations have fallen because of negative emotions. This is a critical part of any decision-making process and is an intricate part of the Model found in Test 4 of the 4-Test series.
If the Tuskegee Airmen had not constantly considered how their oppressors would emotionally react to their decisions, the Tuskegee Airmen program would have failed shortly after its inception. With the intention to fail, the Tuskegee Airmen flying program was always in a very precarious position vulnerable to unjustified attacks from people in power. The Tuskegee Airmen, under the watchful wisdom of Benjamin O. Davis Jr., became masters, no rather artists, in considering the possible negative emotions and unwarranted repercussions of those in power over them. They knew they did not have righteousness and fair play on their side, for many of those in command were very prejudicial and truly felt the demise of the Tuskegee Program was in the best interest of the United States military. Instead, the Tuskegee Airmen relied on their cunning observations of their political situation carefully calculating ways to please those who hated them, to excel for those believing them incompetent, and to offer repeated examples of excellence for those believing their program would negatively impact the U.S. military.
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