Pensumoversigt

Question 1

March, 1980

Answer 1

How we talk and how we act

Talk vs. act

Assumptions:

1: The rigidity of organizations.
2: The heterogeneity of managers.
3: The clarity of objectives.
4: The instrumentality of action.

The problem of the clash:

1. Act intelligently
2. Reputation of acting intelligently

Ambiguity of preferences
Symbolic actions
Standard prescriptive theories of choice

Question 2

Stingl & Geraldi, 2017

Answer 2

Errors, lies and misunderstandings

Reductionists
Pluralists
Contextualists

Escalation of commitment
Cost sunk bias

Question 3

Gigerenzer, 2002

Answer 3

Reckoning with risk

Daring to know (sapere aude)
Risk literacy
Statistics

Step 1: Franklin’s Law
Step 2: Beyond Ignorance of Risks
Step 3: Communication and reasoning

1. Preparednesss
2. Katastrofer
3. Unknown hazards

Aristoteles
Sandsynlighedsteori

Question 4

March, 2006

Answer 4

The myth of rationality

Procedural rationality
Decision rule
Multi-criteria decision making
Myth of rationality

Alternative logics:
Human existence as identities
Human existence as construction of meaning
Human existence as exploration of ambiguity
Human existence as path dependent

Question 5

Snowden and Boone, 2007

Answer 5

A leader’s framework for decision making

Cynefin-framework:
Simple: The domain of best practice. Known-knowns.
Complicated: The domain of experts. Known-unknowns.
Complex: The domain of emergence. Unknown-unknowns.
Chaotic: The domain of rapid response. Unknowable.
Disorder: Context not clear.

Novel thinking
Leadership across contexts

Question 6

Grint, 2005

Answer 6

Problems, problems, problems

Context
Social construction

Types of problems:
Critical
Tame
Wicked

Types of authority:
Command
Management
Leadership

Types of power:
Hard power
Soft power
(Compliances)

Irony of leadership

Question 7

Kahneman

Answer 7

Thinking, Fast and Slow

Errors and biases
Heuristics
System 1 and 2
Attention and self-control
WYSIATI
Flow
Priming
Anchoring effect
Confirmation bias
Framing
Optimism bias

Question 8

Kahneman & Klein, 2009

Answer 8

Conditions of intuitive expertise

Heuristics biases
Naturalistic decision making

Expert intuition
Pattern recognition
High validity environment
Feedback

Ekspert
Ikke-ekspert

Question 9

Gigerenzer, 2011

Answer 9

Heuristic decision making

Procedural model of heuristics
Ecological rationality
Accuracy-effort trade off
Logik, statistik og heuristik

Genkendelsesheuristik
Flydende heuristik

Fast-and-frugal heuristics

Question 10

Flyvbjerg, 2014

Answer 10

What you should know about megaprojects and why

The Iron Law of Mega Projects
Mega-Project Paradox
The four sublimes
Break-fix model
Kapitalinvesteringer

Question 11

Kreiner, 2020

Answer 11

Conflicting notions of a project

The Hiding Hand
Projects as a leap into the designed future
Projects as a pursuit

Pseudo-imitation
Pseudo-comprehensive-program

Retrospektivt
Efter-rationalisering

Question 12

Kahneman: s. 278-288 (Prospect theory)

Answer 12

Thinking, Fast and Slow

Expected utility theory

Prospect theory
Reference point
Risk averse and risk seeking
Escalation of commitment
Cost sunk fallacy
Weighted probability function

Question 13

Flyvbjerg, 2009

Answer 13

Delusion and deception in large infrastructure projects

Strategic misrepresentation
Optimism bias
Delusion
Deception

Inside view:
Planning fallacy
Anchoring and adjustment

Accountability and transparency
Reference forecasting

Question 14

TED Talk

Answer 14

Tail Sharot on optimism

Optimism

1. Interpretation matters
2. Anticipation makes us happy
3. Optimism change reality

Question 15

March, 1991

Answer 15

How decisions happen in organizations

Logic of consequence
Consequential action

Logic of appropriateness
Decisions as artefacts

Logic of consequence: Consequential action
Uncertainty and ambiguity
Risk taking: Fem mekanismer
Conflict among rational actors: Theory of choice

Fem mekanismer:
Risk taking and danger
Risk taking and the assimilation of ressources

1. Reconsidering the centrality of choice.
2. Networks.
3. Temporal orders.
4. Symbols and the construction of meaning.

Question 16

Cohen, March & Olsen, 1972

Answer 16

A garbage can model of organizational choice

Organized anarchies:
Problematic preferences
Ambiguous success
Fluid participation

Garbage can model
Temporal logic
Access structure
Attention and energy

Types of decisions:
Resolution
Oversight
Flight/drift

Organizational slack
Net energy load

Question 17

Kreiner, 2012

Answer 17

Organizational decision mechanisms in an architectural competition

Arkitektkonkurrencer
Bias
Legitimacy

1) A first choice enables the choosing process
2) Expert intuition drove the choice
3) Yet, the ‘official’ story was still one of fair competition

Question 18

Weick, 1993

Answer 18

The collapse of sensemaking in organizations

Cosmology episode
Sensemaking
Strategic rationality
Contextual rationality

Mann Gulch-skovbrænden

Four sources of resilience:
Improvisation and Bricolage
Virtual Role Systems
Attitude of Wisdom
Respectful interaction

Question 19

Musca et al., 2014

Answer 19

Drop your boat

Loss of meaning
Frame

Discursive practices:
Wording and re-wording the unexpected
Reframing
Focusing attention

Reaffirming team cohesiveness.

Question 20

March & zur Shapira, 1987

Answer 20

Managerial perspectives on risk and risk taking

Assumptions about risk taking
Risk preference
Risk propensity
Organizational context
Paradox of risk taking and succes [NTS: ikke et begreb]
Cynical view
Foolish gambling
Risk taking
Insensitivity to probability

Question 21

March, 1988

Answer 21

Technology of foolishness

Technology of foolishness
Technology of reason
Preferences
Actions and goals
Co-dependent
Playfulness
Sensible foolishness
Procedural rationality

Question 22

McGrath, 2011

Answer 22

Failing by design

Failing intelligently
Intelligent failures
Seven principles

Principle 1: Decide what success and failure would look like before you launch an initiative.
Principle 4: Contain the downside risk—fail cheaply.
Principle 5: Limit uncertainty.
Principle 6: Build a culture that celebrates intelligent failure.

Question 23

Sunstein, 2014

Answer 23

Nudging

Nudge
Liberty-preserving approach

1. Free choice (autonomy)
2. Transparency
3. Evidence and testing

Libertarian paternalism
Soft paternalism

10 vigtigste nudges:
Default rules
Simplification
Use of social norms

Institutionalizing nudges