Question 5 When decision makers choose to continue an existing course of action because it is the less painful option at the time, this is known as: Question 6 Intuition relies on programmed decision routines that speed up our response to pattern matches or mismatches.
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Feedback: Nonprogrammed decisions require all steps in the decision model because the problems are new, complex, or ill-defined. Such decisions do not follow standard operating procedures. 20. Which of these is the final step in the rational choice decision making process?
Feedback: Decision makers tend to define problems as veiled solutions. Decision makers engage in solution-focused problem identification because it provides comforting closure to the otherwise ambiguous and uncertain nature of problems. 25. Perceptual defense causes us to A. defend the solutions we propose.
Stakeholders present the information in such a way that it triggers the decision maker's emotional response that the information is a problem, an opportunity, or inconsequential. 24. Decision makers might succumb to the solution-based problem trap because
Feedback: The final step in rational choice decision making is evaluating the decision outcomes. It includes evaluating whether the gap has narrowed between "what is" and "what ought to be." Ideally, this information should come from systematic benchmarks so that relevant feedback is objective and easily observed.
This phenomenon is known as perceptual defense. 26. What effect do mental models have on the decision-making process?
Decision making is the mental process of selecting a course of action from a set of alternatives.
Which of the following are benefits of employee involvement in the decision-making process? It strengthens employee commitment to the decision. It increases the number and quality of solutions generated.
What effect do mental models have on the decision making process? they perpetuate assumptions that make it difficult to see new opportunities. In the creative process, which of the following refers to the experience of suddenly becoming aware of a unique idea.
Creativity allows the decision maker to more fully appraise and understand the problem . . . sometimes in ways others can't see it. Creativity is the ability to link or combine ideas in novel ways, and their unique alternatives have to be considered useful to others.
Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions. Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing relevant information and defining alternatives.
The incubation stage of creativity is more effective when the decision maker sets aside all other activities and focuses attention on the issue or problem. Incubation refers to the period of reflective thought.
The first step in the decision making process is Identifying a problem which means examine the problem more closely and understand the cause of a problem.
The first step in decision making process is the clear identification of opportunities or the diagnosis of problems that require a decision.
The intuitive decision-making model has emerged as an important decision-making model. It refers to arriving at decisions without conscious reasoning. Eighty-nine percent of managers surveyed admitted to using intuition to make decisions at least sometimes, and 59% said they used intuition often (Burke & Miller, 1999).
A rational decision making model provides a structured and sequenced approach to decision making. Using such an approach can help to ensure discipline and consistency is built into your decision making process.
Assumptions of the Rational Decision-Making Model: Rationality assumes that the criteria and alternatives can be ranked and weighted. Assumptions of the Rational Decision-Making Model: Specific decision criteria are constant and the weights assigned to them are stable over time.
A second strategy is to publicly establish a preset level at which the decision is abandoned or reevaluated. A third strategy is to find a source of systematic and clear feedback. A fourth strategy to improve the decision evaluation process is to involve several people in the evaluation.
A. Decision makers are never satisfied with current conditions, so they more actively search for problems and opportunities. Feedback: A third way to improve problem identification is to create a norm of "divine discontent.".
Feedback: Creative people have persistence, which includes a higher need for achievement, a strong motivation from the task itself, and a moderate or high degree of self-esteem. Creative people also benefit from a foundation of knowledge and experience to discover or acquire new knowledge. 86.