CH. 7 Decision Making & Creativity
2.Decision making process – systematic stages of decision making
2. choose best decision process
3. discover or develop alternatives
4. select choice w/ highest value
5. implement the selected choice
6. evaluate the selected choice
-Moods and emotions influence how well we follow the decision process
-We ‘listen in’ on our emotions and use that information to make choices
-Intuition as emotional experience
Gut feelings are emotional signals
Not all emotional signals are intuition
-Intuition as rapid nonconscious analysis
Uses action scripts
2. Establish a preset level to abandon the project
3. Find sources of systematic and clear feedback
4. Involve several people in the evaluation process
cognitive & practical intelligence
-Intrinsically motivating work
Task significance, autonomy, feedback
-Open communication and sufficient resources
-Unclear/complex effects of team competition and time pressure on creativity
A) subjective expected utility maximization.
B) the rational choice paradigm.
C) bounded rationality.
D) decision making.
A) routine situation where the company has a ready-made solution.
B) decision that does not relate directly to the employee’s job description.
C) nonroutine situation in which employees must search for alternative solutions.
D) decision that is clearly within the employee’s job description.
E) decision that affects the employee’s performance.
A) Rational choice paradigm
B) Programmed decision making
C) Perceptual defense
D) Decisive leadership
E) Stakeholder framing
A) our perception of a rational reality is bounded by nonrationality.
B) decision makers process limited and imperfect information and therefore rarely select the best choice.
C) decision makers have limited alternatives to make decisions.
D) decision makers are bound to project images of themselves as rational thinkers.
E) our realities are bounded by our own perceptions so that everyone’s reality is different.
A) a trait that people acquire mainly through heredity.
B) more likely to be found in men than women.
C) acquired more quickly by people whose careers extend to several unrelated industries.
D) the ability to know when an opportunity exists and select the best course of action without conscious reasoning.
E) an unacceptable way of making decisions in an organizational setting.
A) It is unwittingly selective in the acquisition and use of evidence.
B) It is the process of planning a solution based on employee preferences.
C) It is a disciplined method for imagining possible futures.
D) It is an act of reframing the problem in a unique way and generating different approaches to the issue.
E) It is the act of calculating the conventionally accepted right answer to a logical problem.
A) Divergent thinking
B) Convergent thinking
C) Logical validity
D) Escalation of commitment
E) Confirmation bias
A) They are forms of cross-pollination.
B) They increase the risk of bounded rationality.
C) They are forms of associative play.
D) They significantly weaken the creative process.
E) They used mainly to improve the rational choice process.
A) Consult with individuals
B) Ask employees for specific information
C) Describe the problem to employees and ask for information
D) Create a team to make the decision
E) Create a team to make recommendations
A) their goals and norms conflict with the organization’s objectives.
B) they lack commitment to decisions made by the boss alone.
C) they possess more knowledge than the manager.
D) the employees are likely to disagree with each other regarding the preferred solution.
E) the problem calls for a nonprogrammed decision.