Key Terms Ch 3 Flashcards
Emotional disagreement directed toward other people
Affective Conflict
A less-than-perfect form of rationality in which decision makers cannot be perfectly rational because decisions are complex and complete information is unavailable or cannot be fully processed
Bounded Rationality
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
Brainstorming
The state that exists when decision makers have accurate and comprehensive information
Certainty
Model of organizational decision making in which groups with differing preferences use power and negotiation to influence decisions
Coalitional Model
Issue-based differences in perspectives or judgments
Cognitive Conflict
Opposing pressures from different sources, occurring on the level of psychological conflict or of conflict between individuals or groups
Conflict
Alternative courses of action that can be implemented based on how the future unfolds
Contingency Plans
New, creative solutions designed specifically for the problem
Custom-made solutions
A person who has the job of criticizing ideas to ensure that their downsides are fully explored
Devil’s Advocate
A structured debate comparing two conflicting courses of action
Dialectic
A bias weighting short-term costs more heavily than longer-term costs and benefits
Discounting the Future
A decision bias influenced by the way in which a problem or decision alternative is phrased or presented
Framing Effects
Model of organizational decision making depicting a chaotic process and seemingly random decisions
Garbage Can Model
A condition that occurs when a decision-making group loses sight of its original goal and a new, less important goal emerges
Goal Displacement
A phenomenon that occurs in decision making when group members avoid disagreement as they strive for consensus
Groupthink
People’s belief that they can influence events, even when they have no control over what will happen
Illusion of Control
Model of organizational decision making in which major solutions arise through a series of smaller decisions
Incremental Model
A decision realizing the best possible outcome
Maximizing
New, novel, complex decisions having no proven answers
Nonprogrammed Decisions
Achieving the best possible balance among several goals
Optimizing
Decisions encountered and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations
Programmed Decisions
Ideas that have been seen or tried before
Ready-Made Solutions
The state that exists when the probability of success is less than 100 percent and losses may occur
Risk
Choosing an option that is acceptable, although not necessarily the best or perfect
Satisficing
The state that exists when decision makers have insufficient information
Uncertainty
A process in which a decision maker carefully executes all stages of decision making
Vigilance
