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| involves identifying and taking action to resolve problems. |
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| The ability to gather and use information to solve problems |
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| a situation where something is wrong or likely to be wrong. |
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| a situation that offers the possibility of a better future if the right steps are taken |
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| Ignore information that would otherwise signal the presence of a performance threat or opportunity. |
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| Always looking for problems to solve or opportunities to explore. |
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| Make decisions to try to solve a problem if required. |
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| approaches problems in a rational and analytical fashion. |
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| Approaches problems in a flexible and spontaneous fashion. |
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| Cognitive Styles in Decision Making |
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Definition
1. Sensation Thinkers
2. Intuitive Thinkers
3. Sensation Feelers
4. Intuitive Feelers |
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| Tend to emphasize impersonal rather than the personal and take a realistic approach to problem solving. They like hard facts, clear goals, certainty, and situations of high control. |
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| Prefer broad and global issues. They are insightful and tend to avoid details, being comfortable with intangibles. They value flexibility and human relationships. |
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| Tend to emphasize both analysis and human relations. Tend to be realistic and prefer facts. They are open communicators and sensitive to feelings and values. |
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| Comfortable with abstraction and unstructured situations. Tend to be idealistic, prone toward intellectual and theoretical positions. They are logical and impersonal but also avoid details. |
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| Decision-making Enviroments |
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Definition
1. Certain Environment
2. Risk Environment
3. Uncertain Environment |
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| offers complete information on possible action alternatives and their consequences. |
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| lacks complete information but offers probabilities of the likely outcomes for possible action alternatives. |
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| lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternatives. |
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| a choice among possible alternative courses of action. |
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| applies a situation from past experience to a routine problem. |
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| Applies a specific solution that has be crafted to address a unique problem. |
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1. Programmed Decision
2. Non-Programmed Decision |
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| a process which begins with identification of a problem and ends with evaluation of implemented solutions. |
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| Steps in the Decision Making Process |
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Definition
1. Find and Define the problem
2. Generate and evaluate alternative solutions
3. Make decision and conduct ethics double-check.
4. Implement decision
5. Evaluate Results. |
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| Involves comparing the costs and benefits of each potential course of action. |
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| describes decision making with complete information |
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| Chooses the alternative giving the absolute best solution to a problem |
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| limits to our information-processing capabilities. |
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| Behavioral Decision Model |
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| Describes decision making with limited information and bounded rationality. |
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| Chooses the first satisfactory alternative that presents itself. (Usually seen in behavioral decision models) |
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| Lack-of-Participation Error |
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| failure to include the right people in the decision making process. |
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| Ethical Reasoning Questions Based on the Four Ethical Criteria? |
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Definition
1. Utility - Does the decision satisfy all constituents or stakeholders?
2. Rights - Does the decision respect the rights and duties of everyone?
3. Justice - Is the decision consistent with the canons of justice?
4. Caring - Is the decision consistent with my responsibilities to care? |
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Definition
| The generation of a novel idea or a unique approach that solves a problem or crafts an opportunity. |
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| 3 Personal Creativity Drivers |
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1. Task Expertise
2. Task Motivation
3. Creative Skills |
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| Imagination, intuition, spontaneity, and emotion. |
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| Logic, order, method, and analysis. |
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| 3 Situational Creativity Drivers |
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Definition
1. Group Creativity Skills
2. Management Support
3. Organizational Culture |
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Definition
| Uses readily available information to assess a current situation. (may be fallible or irrelevant) |
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Term
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Definition
Assesses the likelihood of an occurrence using a stereotype set of similar events.
(example: hiring an employee that is from the same year and school as your last good employee) |
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| Anchoring and Adjustment Heuristic |
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Definition
Adjusts a previously existing value or starting point to make a decision.
(example: a manager giving an employee a raise based on the starting salary rather than the employee's market worth.) |
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| solving a problem in the context perceived. |
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Definition
1. Availability Heuristic
2. Representative Heuristic
3. Anchoring and Adjustment Heuristic |
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Definition
When we attend only to information that confirms a decision already made.
(Rationalizing any type of decision; usually an unethical one) |
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Definition
| the continuation of a course of action even though it is not working. pg.88 |
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| an unexpected problem that can lead to disaster if not resolved quickly and appropriately. |
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