Académique Documents
Professionnel Documents
Culture Documents
ROADMAP
Types of decisions
Models of decision making
The decision making process
Creativity
Shortcuts and traps
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UNDERSTANDING DECISION
Puzzles,
Problems, and Wicked Problems
MAKING
A discrepancy between a desirable and an actual
situation.
Well structured, ill-structured, and complex problems.
Decision
Decision Making
Judgment
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G.Dessler, 2003
WICKED PROBLEMS
Proposed by H.J. Rittel and M. Webber of UC Berkeley in 1973.
Wicked problems do not have an exhaustive set of potential solutions.
Every wicked problem can be considered to be a symptom of another
problem.
Discrepancies in representing a wicked problem can be explained in
numerous ways--the choice of explanation in turn determines the nature
of the problem's resolution.
Every wicked problem is essentially unique--lessons-learned are hard to
transfer across to other problems.
Wicked problems are often "solved" through group efforts.
Wicked problems require inventive/creative solutions.
Every implemented solution to a wicked problem has consequences, and may
cause additional problems.
Wicked problems have no stopping rule(s).
Solutions to wicked problems are not true-or-false, but instead better, worse,
or good enough.
There is no immediate and no ultimate test of a solution to a wicked problem.
The planner or designer (solving the problem) has no inherent right to solve
the problem, and no permission to make mistakes.
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http://en.wikipedia.org/wiki/Wicked_problems
LIS580- SPRING 2006
TYPES OF DECISIONS
Ill-structured
Type of
Problem
Well-structured
Nonprogrammed
Decisions
Programmed
Decisions
Top
Level in
Organization
Bottom
Programmed Decision
Nonprogrammed Decision
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FIGURE
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DECISION-MAKING MODELS
The Classical Approach
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The problem
is clear and
unambiguous
All alternatives
and
consequences
are known
Preferences
are clear
Preferences
are constant
and stable
No time or
cost
constraints
exist
Final choice
will maximize
economic
payoff
G.Dessler, 2003
DECISION-MAKING MODELS
(CONTD)
The Administrative Approach
Bounded Rationality (Herbert Simon)
The boundaries on rational decision making imposed by ones values,
abilities, and limited capacity for processing information.
Satisfice
To stop the decision-making process when satisfactory alternatives
are found, rather than to review solutions until an optimal alternative
is discovered.
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G.Dessler, 2003
CHECKLIST 3.1
THE DECISION-MAKING
PROCESS
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2.
3.
4.
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Process Analysis
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CONSEQUENCE MATRIX
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Get experience.
Use consultants.
Do your research.
Force yourself to recognize the facts when you see
them (maintain your objectivity).
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0 Adapted and reproduced by permission of the Publisher, Psychological Assessment Resources. Inc., Odessa FL 33556,
Source:
20 the Personal Style Inventory by William Taggart, Ph.D., and Barbara Hausladen. Copyright 1991, 1993 by PAR, Inc.
,
from
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FIGURE 32
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DECISION MATRIX
Use weights to provide adjustments for importance of criteria
Often subjective, but helps to prioritize
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FIGURE 33
G.Dessler, 2003
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Brainstorming
A creativity-stimulating
technique in which prior
judgments and criticisms are
specifically forbidden from
being expressed in order to
encourage the free flow of
ideas which are encouraged.
Creativity
skills
Expertise
Creativity
Task motivation
A decision-making technique
in which group members are
physically present but operate
independently
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http://www.ryerson.ca/~mjoppe/ResearchProcess/841TheNominalGroupTechnique.htm
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CHECKLIST 3.4
HOW TO BE MORE CREATIVE
Create a culture of creativity.
Encourage brainstorming.
Suspend judgment.
Get more points of view.
Provide physical support for
creativity.
Encourage anonymous input.
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DECISION-MAKING
Using
a Heuristic
SHORTCUTS
AND TRAPS
Applying a rule of thumb or an approximation as a shortcut
to decision making.
Anchoring
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Source:
Applied Human Relations, 4th ed., by Benton/Halloran cW 1991.
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FIGURE 36
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NEXT TIME
Well talk about planning basics
Read Chapter 4 and assigned articles
For discussion article, think about these
questions:
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