OB - Ch 9 - Decision Making/ Creativity Flashcards

0
Q

Lack of participation error

A

Occurs when important people are excluded from the decision-making process

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1
Q

Decision-making

A

The process of choosing a course of action to deal with a problem or opportunity

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2
Q

Steps in the decision-making process

A

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

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3
Q

Ethics

A

The philosophical study of morality

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4
Q

Moral problem

A

Causes major ethical consequences for the decision-maker or others

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5
Q

Moral dilemma

A

Involves choosing among alternatives that contain both potential benefits and harm

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6
Q

Criteria questions

A

Assess a decision in terms of utility, rights, justice, and caring.

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7
Q

Spotlight questions

A

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?

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8
Q

Ethics double check questions

A

Criterion questions and spotlight questions

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9
Q

Alternative decision environments

A

Certain environments / program decisions, uncertain environments / programmed decisions,
risk environments /programed decisions, decisions environment /decision type mismatches

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10
Q

Risk management

A

Involves anticipating risks and factoring them into decision-making

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11
Q

Crisis decision

A

Occurs when an unexpected problem can lead to disaster if not resolved quickly and appropriately

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12
Q

Decision-making models

A

Classical decision model

behavioral decision model

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13
Q

types of thinking

A

Systematic and intuitive thinking

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14
Q

Crisis preparedness tips

A
  • 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
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15
Q

Classical decision model

A

Use decision-makers is acting in a world of complete certainty

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16
Q

Optimizing decisions

A

Give the absolute best solution to a problem

17
Q

Behavioral decision model

A

View decision-makers as acting only in terms of what they perceive about a given situation

18
Q

Satisficing decisions

A

Choose the first alternative that appears to give an acceptable or satisfactory resolution of the problem

19
Q

Classical decision outline

A
  • Clearly defined knowledge of all possible alternatives and their consequences
  • choice of the optimum alternative
  • managerial action
20
Q

Behavioral decision outline

A
  • Problem not clearly defined
  • knowledge is limited on possible alternatives and their consequences satisfactory alternative
  • managerial action
21
Q

Systematic thinking

A

Approaches a problem in a rational and analytical fashion

22
Q

Intuitive thinking

A

Approaches problems in a flexible and spontaneous fashion

23
Q

Decision-making traps and issues

A

Judgmental heuristics
decision biases
knowing when to quit
knowing who to involve

24
Q

Judgemental heuristics

A

Availability heuristic
representativeness heuristic
anchoring and adjustment heuristic

25
Q

Heuristics

A

Simplifying strategies or rules of thumb used to make decisions

26
Q

Availability heuristic

A

Faces a decision on recent events relating to the situation at hand

27
Q

Representativeness heuristic

A

This is a decision on similarities between the situation and in the stereotypes of similar occurrences

28
Q

Anchoring and adjustment heuristic

A

Bases a decision on incremental adjustments to an initial value determined by historical precedent for some reference point

29
Q

Confirmation error

A

The tendency to seek confirmation of what is already taught to be true and not search for disconfirming information

30
Q

Hindsight trap

A

A tendency to overestimate the degree to which an event that has already taken place could have been predicted

31
Q

Framing error

A

Solving a problem in the context perceived

32
Q

The Decision biases are

A

Confirmation error, hindsight, framing error

33
Q

What are the kinds of judgmental heuristics

A

Availability, representativeness, anchoring and adjustment

34
Q

Escalating commitment

A

Is the tendency to continue a previously chosen course of action even one feedback suggests that is failing

35
Q

Individual decisions

A

Authority decisions, are made by one person on behalf of the team

36
Q

Consultative decisions

A

Made by one individual after seeking input from or consulting with members of the group

37
Q

Team decisions

A

Made by all members of the team

38
Q

Creativity

A

Generates unique and novel responses to problems

39
Q

Techniques for Team creativity

A

Associative play, cross-pollination, analogies and metaphors