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| defining problems, gathering info, generating alts and choosing course of action |
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| condition under which fully informs of preblem, alt situations are known and results of each solution known |
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| condition under which can define problem, specify ability of certain events, id alt solutions and stat prob of eahc solution leading to a result |
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| p% of times that a speicifc results would occur if an indiv were to make same decision a number of times |
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| likelihood that specific result will occur based on hard facts and numbers |
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| likihood that specific result will occur based on personal judgement |
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| condition under which an indiv does not have the necessary info to assign prob to outcomes of alt solutions |
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herbert simon: limitiation of rationality and emphasizes the decision making process often used by indiv or teams. describes why teams make diff decisions with the same info. tendancies to:
select less than the best
undertake limited search for alts
cope w inadequete info |
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| tendency to select an acceptable rather than optimal goal or decision |
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| limited search, process of continuing to allocate resources to a course of action desbite feedback that choice is wrong |
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| avoid making decisions in which outcomes are unknown. prob of loss is overestimated. risk seekers willing to tolerate |
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| tendency to interpret issues and options in either neg or positive terms.ppl in favorable positions tend to be risk adverse bc think have more to lose |
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art of adding or creating value by capitalizing on know how epxeriance and judgement
data is observations/facts
info placing data in meaningful context
knowledge is info through experienace |
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| info, competencies pocessed by employees. hard to express bc developed through experiance |
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| evidence based management |
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Definition
| proceeds from the premise that using a better, deeper diagnosis and employing faxts to the extent possible enable managers and leaders to do their jobs better |
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| knowing what you know, and knowing what you don't know. keep learning |
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be cautious of blindly embracing new ideas
constructively question big idea
be cautios of celebrating a "lone genius"
recognize and diagnose potential drawbacks of new idea |
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| limitation of knowledge based management |
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sub facts for conventional wisdom
does not include intuition and judgement
evidence for decision making may be contradictory and hard to understand |
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| political decision making |
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| situations where the parties have separate/different interest goals and values so they employ self serving tactics. the hedonist principle and might equals right |
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perceptual block:failure to see cause and effect, investigate obvious, remote relationships
cultural blocks:desire to conform to norm, conflict avoidance, drive to be practical
emotional blocks:fear of making mistake, distrust of others |
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Term
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prep stage
concentration stage
incubation stage: ordering of info
illumination stage:moment of discovery
verification stage: testing of the idea |
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| de bono's lateral thinking |
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| deliberate process and set of techniques for generating new ideas by changing the way of perceiving and interpreting info. contrasting vertical thinking: logical step by step process of |
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| examine a probelm by turning it completely around, inside our upside down |
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| devleoping a statement about similarities among object persons and situations. this business runs like a beehive |
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| cross fertilization technique |
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| asking experts from other fireld to view the problem and suggest methods for solving. hallmark asking others to write cards |
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| obsbornes creativity process |
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| 3 phase decision making the involves fact finding, idea finding and solution finding |
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| osbornes fact finding stage |
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Definition
| defining the issue and gathering data |
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| osbornes idea finding phase |
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| generating ideas and leads, brainstorming |
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| osbornes solution finding phase |
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Definition
| evaluating possible courses of action and deciding how to implement |
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Term
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Definition
| use of collaborative software tehc to enter and disseminate ideas in real time to all team memebners |
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