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WOP & SP DTI > Chapter 7 WOP > Flashcards

Chapter 7 WOP Flashcards

1
Q

rational choice paradigm

A

selects the choice with the highest utility through the calculation of the subjective expected utility SEU

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2
Q

subjective expected utility SEU =

A

SEU= probability of satisfaction for each alternative

bestaat uit:
- expected value of the outcomes = utility
- probability of those good or bad outcomes occurring (expectancy)

dus utility = expected value
expectancy= probability of occuring

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3
Q

rational choice decision making

A

expectancy + selection criteria (important values) + importance of outcomes (valence)

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4
Q

problem =

A

deviation between the current and desired situation

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5
Q

opportunity=

A

deviation between current expectations and a potentially better situation

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6
Q

metadecisions voorbeelden

A
  • solve the problem alone, or include others?
  • programmed decision (following all standard procedures?)
  • or nonprogrammed decisions (requiring all steps from the decision model, because the problem is new/complex)
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7
Q

6 stappen rational decision making process

A
  1. identify problem or opportunity
  2. choose decision process
  3. what are the choices?
  4. select the choice with the highest expected value (highest SEU)
  5. implement
  6. evaluate
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8
Q

problems with the rational decision paradigm

A

problems with…

  1. problem identification
  2. goals -> organizational goals are often in conflict with each other, and not clear/agreed on.
  3. information processing: human capacity cannot evaluate all alternatives and their consequences. + sequential evaluation instead of all at the same time.
  4. people rather go with satisficing (good enough) than maximazation (the highest payoff)
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9
Q

waardoor komt satisficing

A
  • door sequential evaluation of alternatives
  • teveel info -> je kan gewoon niet het beste alternatief vinden
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10
Q

5 concerns of problem identification

A
  1. stakeholder framing
  2. decisive leadership
  3. solution-focused problems
  4. perceptual defense
  5. mental models
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11
Q

stakeholder framing

A

als employees/suppliers iets pitchen aan hun baas, gaat diegene dat niet allemaal nog individueel researchen. het is teveel informatie voor hen, dus gaan ze er van uit dat de employee/whatever alle kanten van het probleem/opportunity heeft laten zien

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12
Q

decisive leadership

A

leaders worden beoordeeld op hun decisiveness -> hoe snel ze iets als probleem/opportunity kunnen identificeren. daardoor geven veel leaders problemen/opportunities al heel snel door, zonder dat ze er zelf over na hebben kunnen denken.

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13
Q

solution focused problems

A

when they describe problems as a veiled solution

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14
Q

perceptual defense

A

tendency to block out bad news as a coping mechanism => daardoor geen problem identification

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15
Q

mental models

A

we all have mental models, sometimes they lead to us ignoring problems/opportunities because they are in conflict with our mental models

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16
Q

4 ways to minimize the problem identification biases

A
  • be aware of bias
  • avoid wanting to look decisive -> but carefully examinate
  • divine discontent: nooit tevreden zijn (niet mee eens)
  • discuss with colleagues
17
Q

bij opportunities wordt meestal niet gezocht naar alternatives

A

oke

18
Q

3 ways emotions influence the evaluation of alternatives

A
  1. emotions form early preferences
  2. emotions influence the decision making process
  3. emotions serve as information for choosing certain alternatives
19
Q

intuition =

A

know when a problem/opportunity is present
without conscious reasoning: know the best course of action
both emotional and nonconscious analytical process
comparing observations with deeply held patterns based on experiencce
based on action-scripts -> to make us make decisions faster

20
Q

decisions have a higher failure rate when decision makers are..

A

decisive.

21
Q

wat is een tip omdat decisions gebaseerd zijn op rational & emotional?

A

kijk er later even naar terug -> dan ben je in een andere emotionele staat.

22
Q

welke bias komt kijken bij de laatste stap van rational decision making process

A

evaluation: confirmation bias (overexaggerate positive outcomes, niet negatieve outcomes benoemen)

23
Q

escalation of commitment

A

tendency to repeat a bad decision

24
Q

4 reasons for escalaiton of commitment

A
  • self-justification effect: prove that your decisions will eventually be succesful
  • self-enhancement effect: want to make urself feel good
  • prospect theory: sterkere negatieve emoties bij losses dan positive emoties bij winnen
  • sunk cost effect: het is toch al gebeurd, kunnen we er maar beter alles insteken
25
Q

3 manieren om decisions beter te evalueren

A
  1. people who make the evaluation are not the same as the ones making the decision
  2. preset level: at which the decision will be left alone or accepted
  3. systematic and clear fb
26
Q

creativity

A

original ideas that make a socially recognized contribution

27
Q

4 stappen van the creative process

A
  1. preparation -> vaststellen doel en info
  2. incubation -> reflective thought, supports divergent thinking
  3. illumination -> lichtbulbje
  4. verification -> evaluation and experimentation
28
Q

welke karakter zijn meer creatief

A

intelligent, persistence, expertise, independent imagination

29
Q

learning orientation

A

belangrijk voor creativity!

benadrukken van leren, fouten zijn niet erg om te maken

30
Q

wat zijn belangrijke factoren voor creativity

A
  • learning orientation
  • job motivation
  • enough resources
  • open communication
  • job security
31
Q

activities that help employees think more creatively

A
  • redefine the problem
  • associative play
  • cross-pollination (van meerdere disciplines)
32
Q

als het probleem niet wordt uitgelegd, alleen naar info wordt gevraagd aan de employees =

A

low employee involvement

33
Q

empolyee involvement + punten

A

+ better problem identification
+ meer opties
+ betere alternatief selecteren
+ meer satisfied met outcome

WOP & SP DTI (17 decks)

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