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| Decisions encountered and made before, having objectively correct answers, and solvable by using simple rules, polices, or numerical computations. |
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| New, novel, complex decisions having no proven answers. |
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| The state that exists when decision makers have accurate and comprehensive information. |
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| The state that exists when decision makers have insufficient information. |
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| The state that exists when the probability of success is less than 100 percent and losses may occur. |
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| Opposing pressures from different sources, occurring on the level of psychological conflict or of conflict between individuals or groups. |
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| ideas that have been seen or tried before. |
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| New, creative solutions designed specifically for the problem. |
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| Alternative courses of action that can be implemented based on how the future unfolds. |
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| A decision realizing the best possible outcome. |
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| Choosing an option that is acceptable, although not necessarily the best or perfect. |
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| Achieving the best possible balance among several goals. |
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| A process in which a decision maker carefully executes all stages of decision making. |
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| People's belief that they can influence events, even when they have no control over what will happen. |
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| A decision bais influenced by the way in which a problem or decision alternative is phrased or presented. |
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| A bias weighting short-term cost and benefits more heavily then long-term cost or benefits. |
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| A phenomenon that occurs in decision making when group members avoid disagreement as they strive for consensus. |
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| A condition that occurs when a decision-making group loses sight of its original goal and a new, less important goal emerges. |
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| issue-based differences in perspectives or judgements. |
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| Emotional disagreement directed towards other people. |
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| A person who has the job of criticizing ideas to ensure that their downsides are fully explored. |
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| A structured debate comparing two conflicting courses of action. |
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| A process in which group members generate as many ideas about a problem as they can; criticism is withheld until all ideas have been proposed. |
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| A less-than-perfect form of rationality which decision makers cannot be perfectly rational because decisions are complex and complete information is unavailable or cannot be fully processed. |
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| Model of organizational decision making in which major solutions arise through a series of smaller decisions. |
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| Model of organizational decision making in which groups with differing preferences use power and negotiation to influence decisions. |
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| Model of organization decision making depicting a chaotic process and seemingly random decisions. |
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