Chapter 11
peer pressure
Loyalty of dissenters is questioned
Mindguards
Self-appointed protectors against adverse information
4 stages in Rational Decision Making
Stage 1 Identify the problem or opportunity Stage 2 Generate alternative solutions Stage 3 Evaluate alternatives and select a solution Stage 4 implement and evaluate the solution chosen
Self-cenorship
Stifles creital debate
groupthink
a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action
inherent morality
an assumption groups are prey to that encourages the group to ignore ethical implications
invulnerability
an illusion that breeds excessive optimism and risk taking
Stereotyped view of opposition
cause group to underestimate opponents
Decision Making
entialls identifying and choosing alternative solution lead to a desire state of affairs
rational model of decision making
explains how managers should make decisions (excellent logic and optimize the organization's best interests)
Responsibility
if made public it discourages the decider form acting on suspect considerations and therefore encourages more responsible decisions
explicit knowledge
imfomation that can easily e put into words
tacit knowledge
information gained through experience that is difficult to express and formalize
Decision Tree
is a graphical representation of the process underlying decisions that shows the consequences of making various choices
consensus
is reached when all members can say they either agree with the decision or have had their 'day in court' and were unable to convince the others of their viewpoint. in the final analysis, everyone agrees to support the outcome.
Transparency
it makes the reasoning behind a decision transparent and available to scrutiny
rationalization
protects personal or "pet" ideas and asssumptions
Minority dissent
reflects the extent to which group member feel comfortable
Minority dissent
reflects the extent to which group members feel comfortable
goal and expectations.
represents a situation in which there are possibility to do things hat lead to results that exceed
Intuition
represents judgments, insights, or decisions that "come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues
Illusion of unanimity
silence of members interpreted to mean consent
Quality
the quality of decisions may be enhanced, in the sense that they follow more logically form all available knowledge and expertise.
Evidence-based decision making
which id defined as a process of conscientiously using the best available data evidence when making managerial decisions.