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COMM 222 > Chapter 11 > Flashcards

Chapter 11 Flashcards

1
Q

Decision-making

A

process of developing a commitment to some course of actions

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2
Q

Well-structured problems

A

existing state and desired state are clear (how to get from one to the other is clear):

  • > repetitive and familiar (can be programmed)
  • > go directly from problem to solution
  • > rules, routines, standard operating procedures
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3
Q

Ill-structured problem

A

existing state and desired are unclear and method is unknown:

  • > unique and unusual problems not discovered before
  • > high degree of uncertainty
  • > arouse controversy and conflict
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4
Q

Perfect rationality

A

decision strategy completely informed, logical, toward economic gain

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5
Q

prototype for perfect rationality

A

economic person: one criterion for decision making and it is cost

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6
Q

bounded rationality

A

try to act rationally but limited to their capacity to acquire and process information, time constraints, political considerations

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7
Q

framing and cognitive biases are to operations of bounded rationality what

A

emotions and moods are to decision making

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8
Q

Framing

A

huge impact on how we interpret situations: the presentation of information

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9
Q

Cognitive bias

A

tendencies to acquire and process information in a particular way prone to error; involve assumptions & shortcuts

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10
Q

Problem identification and framing

A

bounded rationality can lead to the following difficulties in problem identification:

  • > perceptual defence
  • > defined in terms of functional specialty
  • > defined in terms of solution
  • > diagnosed in terms of symptoms
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11
Q

Information search

A

perfect rational decision maker has instant and free access to all information to clarify problem and find alternatives
bounded rationality decision makers say info cost can be slow and costly

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12
Q

too little info

A

cognitive biases because using info most readily available but not always good info –> can lead to confirmation bias where you see only the information that confirms your own opinion

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13
Q

Too much info

A

information overload: reception of more than necessary to make decisions
cognitive bias of value paid for advice over free even if = in value

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14
Q

perfect rational decision maker exhibits

A

maximization: the alternative with greatest expected value

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15
Q

bounded rationality decision maker

A

does not know all possible alternatives

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16
Q

satisficing

A

decision maker reaches adequate level of acceptability and then screens solutions to find one that will exceed it

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17
Q

who uses satisficing the most?

A

bounded rationality decision makers

18
Q

Risky business

A

problem as choice between losses –> risky decisions
problems from alternative gains –> conservative decisions
“example of framing”

19
Q

Justification

A

people are overconfident about the adequacy of their decisions
substantial dissonance can happen when a decision is faulty
the decision maker can devote time to justify a faulty decision

20
Q

Hindsight

A

tendency to review the decision-making process to find what was done right or wrong –> take personal responsibility when positive outcome and deny when unsuccessful

21
Q

escalation of commitment

A

tendency to invest additional resources in an already failing course of action (groups > individuals)

22
Q

Reasons for escalation of commitment

A 
dissonance reduction
social norms for consistent behavior
motivation to not appear wasteful
the way the problem is framed
personality, moods and emotions
23
Q

Preventing escalation of commitment

A
  • > continuous experimentation with reframing the problem (saving rather than spending)
  • > Set specific goals for the project in advance that must be met if more resources are invested
  • > place more emphasis in evaluating managers on how they make decisions
  • > separate initial and subsequent decision making
24
Q

emotions and moods and decision making

A

strongly emotions correct ethical errors
strong emotion = creative decision-making = intuition to solve problem
BUT can hinder because leads to self focused

25
Q

Moods

A

affect what and how people think in making decisions

26
Q

people in positive mood

A

remember positive information & evaluate object, people and events positively

27
Q

people in good mood

A

overestimate the likelihood that good events will occur and underestimate the likelihood of bad ones

28
Q

positive moods promote

A

creative, intuitive decision making

29
Q

moderate optimism

A

creative decisions

30
Q

moderate pessimism

A

process info carefully and effectively

31
Q

Pros to using groups to make decisions

A

Decision quality (vigilant, more ideas, evaluate better)
Decision acceptance and commitment (to be approved by a group means it will be approved by more people)
Diffusion of responsibility: ability of group members to share the burden/load of negative (punishment for all)

32
Q

Cons to using groups to make decisions

A

Time (takes more because process losses), Conflict (better decisions when psychologically safe), domination (one individual = not taking advantage of pros), groupthink

33
Q

Group think

A

capacity for group pressure to damage mental efficiency, reality testing + unanimous is more important than quality

34
Q

factors that contribute to group think

A 
high group cohesiveness
strong identification with the group
concern for approval of the group
isolation from the group
promotion of particular decision by group leader
35
Q

Group think symptoms

A

illusion of invulnerability: overconfident
illusion of unanimity: perception of unanimity for chosen decision
illusion of morality: group decisions = moral decisions
rationalization: justify somehow
stereotypes of outsiders: unfavourable to outside group
Pressure for conformity: pressure each other to fall in line and conform
self-censorship: avoid voicing opinions contrary to group’s
Mind guards: members to protect the group from information against decisions

36
Q

strategies to prevent groupthink

A

encourage and reward responsible dissent

Outside experts to challenge the group’s view

37
Q

groups handle risk

A

group discussions ->new ideas

group members -> better than others but similar

38
Q

risky shift

A

riskier than average advocated by members

39
Q

conservative shift

A

less risky than average by members

40
Q

Rational decision making model

A
  1. Identify problem
  2. Search for relevant information
  3. Develop alternative solutions
  4. Evaluate alternative solutions
  5. Choose the best solutions
  6. Implement the chosen solution
  7. Monitor and evaluate the chosen solution

COMM 222 (7 decks)

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