OB - Ch 9 - Decision Making/ Creativity Flashcards
(40 cards)
Lack of participation error
Occurs when important people are excluded from the decision-making process
Decision-making
The process of choosing a course of action to deal with a problem or opportunity
Steps in the decision-making process
Recognize a defined the problem or opportunity
identify and analyze alternative courses of action
choose a preferred course of action
implement the preferred course of action
evaluate results & follow up as necessary
Ethics
The philosophical study of morality
Moral problem
Causes major ethical consequences for the decision-maker or others
Moral dilemma
Involves choosing among alternatives that contain both potential benefits and harm
Criteria questions
Assess a decision in terms of utility, rights, justice, and caring.
Spotlight questions
Expose the decision to Public for transparency. Example: How would I feel if my family found out; What I would feel if published; How would I feel if the person who I know has the strongest character judgment find out?
Ethics double check questions
Criterion questions and spotlight questions
Alternative decision environments
Certain environments / program decisions, uncertain environments / programmed decisions,
risk environments /programed decisions, decisions environment /decision type mismatches
Risk management
Involves anticipating risks and factoring them into decision-making
Crisis decision
Occurs when an unexpected problem can lead to disaster if not resolved quickly and appropriately
Decision-making models
Classical decision model
behavioral decision model
types of thinking
Systematic and intuitive thinking
Crisis preparedness tips
- Take time to understand what’s happening
- attack the crisis quickly no one to back off
- understand the danger
- value the skeptic
- when things are going wrong
Classical decision model
Use decision-makers is acting in a world of complete certainty
Optimizing decisions
Give the absolute best solution to a problem
Behavioral decision model
View decision-makers as acting only in terms of what they perceive about a given situation
Satisficing decisions
Choose the first alternative that appears to give an acceptable or satisfactory resolution of the problem
Classical decision outline
- Clearly defined knowledge of all possible alternatives and their consequences
- choice of the optimum alternative
- managerial action
Behavioral decision outline
- Problem not clearly defined
- knowledge is limited on possible alternatives and their consequences satisfactory alternative
- managerial action
Systematic thinking
Approaches a problem in a rational and analytical fashion
Intuitive thinking
Approaches problems in a flexible and spontaneous fashion
Decision-making traps and issues
Judgmental heuristics
decision biases
knowing when to quit
knowing who to involve
