Exam 2: Decision Making

what decision making model is used the most in sports

garbage can model

self censorship

group members remain quiet despite recognizing flows in the decision making process

reference point

level of performance used to evaluate one's current standing

groupthink

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' striving for unanimity override their motivation to realistically appraise alternative courses of action

rational model of decision making

a series of steps taken to determine a course of action that will address either an opportunity or problem

real world conditions

decision makers beliefs, biases, human inability to process every single bit of information related to a decision

gathering information

influenced by individual preferences and differences

confirmation bias (error)

involves our tendency to seek out information that confirms our beliefs or ideas while failing to acknowledge information that goes against or disconfirms them

devil's advocacy

it assigns an individual or a subgroup of members to argue against or try to expose potential problems in any ideas or alternatives put forward in the group

is garbage can model precise

no it is random, unpredictable, and haphazard

is rational decision making model realistic

no, because decisions are made under time constraints and because decision makers are limited by individual knowledge

delphi technique

- allows groups to work remotely while coming to a decision - group members are typically experts on a particular topic that drives the decision making process

administrative model of decision making

- bounded rationality - offers a more realistic approach to decision making by accounting for real world conditions

what does it mean if an individual has a low propensity for risk

- gather more information than needed - can slow decision making process - may create information overload

advantages of group decisions

- increases knowledge and information that results from involving more people - increased understanding and accpetance of decision

group polarization

- individuals initial attitudes toward a decisions intensify after discussion by the group - results from biases that occur in both info exchange and info processing by group members

what does it mean if an individual has a high propensity for risk

- may fail to gather information before making a decision

non-programmed decision

- new, unique, require complex or creative solutions - decisions that are not guided by established procedures - non routine decisions

challenges of group decisions

- pressure to conform to what others in the group decide, domination by one or more powerful group members - groupthink - self censorship - group polarization

programmed decision

- simple and routine decisions that we face on a daily basis - do not have to engage in a concerted decision making process

when to involve groups in decision making

- take more time than individual or consultative decisions - helpful when the leader lacks the necessary expertise to make the decision and requires from others

thinking style

- takes a rational approach and individuals who use it tend to be analytical, objective, and logical decision makers

feeling style

- tend to rely on emotions and personal judgement - prefer harmonious workplace - influenced by their own or other peoples personal likes or dislikes

two approaches of evalutaing alternatives

- thinking style - feeling style

brainstorming

-gather as many decisions alternatives as possible - creativity is encouraged - members are encouraged to build on one anothers ideas - ideas aren't to be criticized or critiqued - ideas aren't evaluated until group members have run out of ideas

group decision making strategies

1. brainstorming 2. nominal group technique 3. delphi technique 4. devils advocacy

4 assumptions of the rational decision making model

1. outcome will be completely rational 2. decision makers is following a consistent set of preferences that are used to choose the best alternative 3. decision maker is aware of all possible alternatives 4. decision maker can calculate the probability of success for each alternative

what is the decision making model 4 independent events

1. problems (dissatisfaction w/ organizational performance) 2. choice opportunities (decisions) 3. participants (those making decisions) 4. potential solutions

steps of rational decision making process

1. recognize or identify the opportunity of problem 2. gather information to help us understand exactly why a decision is necessary and what the decision must accomplish 3. identify and analyze possible courses of action for addressing the problem or making use of the opportunity 4. selected a preferred course of action 5. implement the selected course of action 6. evaluation

steps that avoid decision making problems

1. set limits on our individual involvement in or commitment to the decision by including involvement of others in the process 2. check that we are making our own decision- not merely following someones lead 3. remind ourselves of the costs associated with continuing the decision and consider whether they justify continuing it

satisficing

when a solution is found, the search for possible better solution stops

what does right participants + right solutions equal

optimal decisions

escalation of commitment

the tendency to continue a previously chosen course of action even when feedback suggest that its failing

nominal group technique

to generate as many ideas as possible while reserving judgement until later in the process - more structured

true or false: some people preferred information that is confirmed by their sense

true, see hear feel