Chapter 6

Question 1

decision making

Answer 1

the process of making choices among alternatives with the intention of moving toward some desired state of affairs

Question 2

rational choice decisions making process

Answer 2

identify problem or opportunity, choose the best decision process, discover or develop possible choices, select the choice with the highest value, implement the selected choice, evaluate the selected choice,

Question 3

what the problem identification challenges

Answer 3

mental models, decisive leadership, stakeholder framing, perceptual defense, solution-Focused Problems

Question 4

mental models

Answer 4

knowledge structures we develop to describe, explain, and predict the world around us; fill in information we dont immediately see, which helps us understand and navigate in our surrounding environment; blinds us from seeing unique problems or opportunities

Question 5

decisive leadership

Answer 5

declare problems without sufficient time for logistical assessment; misguided effort to solve an ill-define problem or resources wasted on a poorly identified opportunity

Question 6

stakeholder framing

Answer 6

employees, suppliers, customers, and other stakeholders provide (or hide) information in ways that make the decision maker see the situation as a problem, opportunity, or study sailing

Question 7

perceptual defense

Answer 7

people sometime fail to become aware of problems because they block out bad news as a coping mechanism

Question 8

solution focused problems

Answer 8

not a description of the problem; rephrased statement of a solution to a problem that has not been adequately diagnosed; can be due to reinforces from past successes.

Question 9

how to identify problems effectively

Answer 9

be aware of problem identification biases, resist temptation of looking decisive, develop a norm of “divine discontent”, discuss the situation with colleagues

Question 10

satisficing

Answer 10

selecting an alternative that is satisfactory or “good enough” rather than the alternative with the highest value (maximization)

Question 11

when is satisficing necessary

Answer 11

decision makers lack enough information, time, and information processing capacity to figure out the best choice

Question 12

what do people like in decisonss

Answer 12

to have choices; but making decisions when there are a lot can be cognitively and emotionally draining; people will satisfice to avoid this

Question 13

why else does satisficing occur

Answer 13

alternatives present themselves over time, not all at once

Question 14

escalation of commitment

Answer 14

the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action

Question 15

what are the four things of escalation of commitment

Answer 15

self-justification effect, self enhancement, prospect theory, sunk costs

Question 16

self justification effect

Answer 16

people try to convey a positive public image of themselves; typically involves appearing to be rational and competent; motivated to demonstrate that their choices will be successful; deliberate attempt to maintain a favorable public image

Question 17

self enhancement effect

Answer 17

a person’s inherent motivation to have. positive self concept, such as being competent, attractive, lucky, ethical, and important; increases risk of escalation of commitment; p[erates almost unconsciously ,distorting information so we do not recognize the problem sooner

Question 18

prospect theory

Answer 18

a natural tendency to feel more dissatisfaction from losing a particular amount than satisfaction from gaining an equal amount; motivates to take risk in continuing something is failing so you dont not succed

Question 19

sunk costs effect

Answer 19

the value of resources already invested in the decision; time (already a lot, put in more)

Question 20

evaluating decisions outcomes more effectively

Answer 20

separate decision choosers from evaluators, publicly establish a preset level at which the decision is abandoned or reevaluated, seek our sources of systematic and clear feedback for the decisions outcomes, involve several people in the decision evaluation process

Question 21

what are four types of creativity building activities

Answer 21

redefining the problem, associative pay, cross-pollination, and design thinking

Question 22

redefining the problem

Answer 22

revisit projects that have been set aside; could be seen in new ways or see problem in new persepctives

Question 23

associative play

Answer 23

literally playing games, usually with twists to the original equipment or rules; helps creativity to emerge naturally

Question 24

cross pollination

Answer 24

people from different areas of the organization exchange ideas or when new people are brought onto an already existing team

Question 25

design thinking

Answer 25

a human-centered, solution focused creative process that applies both intuition and analytical thinking to clarify problems and generate innovative solutions