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| Making choices among alternative courses of action, including inaction. |
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| Decisions that occur frequently enough that we develop an automated response to them. |
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| Automated response to problems that occur routinely |
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| Unique, nonroutine, and important. These decisions require conscious thinking, information gathering, and careful consideration of alternatives. |
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| Decisions that are made to set the course of an organization. |
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| Decisions about how things will get done |
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| Decisions employees make each day to make the organization function. |
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Term
| rational decision-making model |
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Definition
| A series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice. |
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| A set of parameters against which all of the potential options in decision making will be evaluated. |
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| Other possible solutions to a problem in a decision-making process. |
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| A decision-making process in which more and more time is spent on gathering information and thinking about it, but no decisions actually get made. |
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| bounded rationality model |
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Definition
| According to this model, individuals knowingly limit their options to a manageable set and choose the first acceptable alternative without conducting an exhaustive search for alternatives. |
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| To accept the first alternative that meets minimum criteria. |
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| intuitive decision-making model |
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Definition
| Arriving at decisions without conscious reasoning. The model argues that in a given situation, experts making decisions scan the environment for cues to recognize patterns. |
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| The generation of new ideas that are original, fluent, and flexible. |
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| The number of ideas a person is able to generate. |
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| How different the ideas are from each other. If individuals are able to generate several unique solutions to a problem, they are high on flexibility. |
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| How unique a person’s ideas are. |
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| A process of generating ideas that follows a set of guidelines, including not criticizing ideas during the process, the idea that no suggestion is too crazy, and building on other ideas (piggybacking). |
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| A set number of ideas a group must reach before they are done with brainstorming. |
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| A variation of brainstorming in which the group focuses on ideas that are impossible and then imagines what would need to happen to make them possible. |
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| What occurs when individuals overestimate their ability to predict future events. |
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Term
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Definition
| The opposite of overconfidence bias, as it occurs when looking backward in time and mistakes seem obvious after they have already occurred. |
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Definition
| The tendency for individuals to rely too heavily on a single piece of information. |
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Definition
| The tendency of decision makers to be influenced by the way problems are presented. |
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| When individuals continue on a failing course of action after information reveals it may be a poor path to follow. |
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| A tendency to avoid a critical evaluation of ideas the group favors. |
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Term
| Nominal Group Technique (NGT) |
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Definition
| A technique designed to help with group decision making by ensuring that all members participate fully. |
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Definition
| A group process that utilizes written responses to a series of questionnaires instead of physically bringing individuals together to make a decision. |
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Definition
| A decision-making rule in which each member of the group is given a single vote, and the option receiving the greatest number of votes is selected. |
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Term
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Definition
| A decision-making rule that groups may use when the goal is to gain support for an idea or plan of action. This decision-making rule is inclusive, participatory, cooperative, and democratic. |
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Term
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Definition
| A way to imagine what might go wrong and avoid it before spending a cent or having to change course along the way. |
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Term
| Group Decision Support Systems (GDSS) |
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Definition
| Interactive computer-based systems that are able to combine communication and decision technologies to help groups make better decisions. |
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Term
| knowledge management systems |
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Definition
| Systems for managing knowledge in organizations, supporting creation, capture, storage, and dissemination of information. |
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Term
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Definition
| Diagrams where answers to yes or no questions lead decision makers to address additional questions until they reach the end of the tree. |
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