chapter 7 OB

conscious process of making choices among one or more alternatives with the intention fo moving toward some desired state of affairs

• identify provlem (symptom vs. problem)
• choose decision process (programmed or nonprogrammed)
• develop/identify alternatives
• choose best alternative (subjective expected utility)
• implement choice
• evaluate choice

• stakeholder framing (vested interest in an outcome)
• perceptual defense (block out bad news)
• mental models (automatically fil in blank info)
• decisive leadership (makes decisions too quickly)
• solution focused problems (defining problems to support your favorite solution)

• be aware of perceptual and diagnostic limitations
• fight against pressure to look decisive
• avoid complacency
• discuss situation with colleagues to get diff  perspectives

• emotions form preferences before we conscously evaluate the choices (emtional markers)
• moods and emotions influence how we follow the decision process
• we listen in on our emotions; use that as info
• emotions affect all stages of decision process

• ability to know when a problem or opportunity exists and select the best course without consious reasoning 
• not all emotional signals are intuitive; key is intuisition compares our observations with deeply held patterns through experience
• can also use rapid unconscious analysis (action scripts) preprogrammed routines

• postdecisional justification: downplaying negative features of the selected alternative and emphasizing its postive features
• escalation of commitment: reapeat an apparently bad decision or allocating more resources to a failing course of action

• self justification: saving face; high need to justify their decision
• prospect theory effect: losing someting is more dislike than winning the same amount
• perceptual blinders: perceptual defense/ screen out bad information
• closing costs: costs of ending a project

• separate decision choosers from evaluators
• est. preset level to abandon project
• find sourcce of systematic and clear feedback
• involve several people in the evaluation process

• degree to which employees influence how their work is organized and carried out
• different levels and forms of involvement

• better problem identification
• synergy produces more/better solutions
• bettwe at picking the best choice
• higher decision commitment

• decision structure: when problem is new and complex
• knowledge source: employees have relevant knowledge beyond leader
• decision commitment: employees would lack commitment unless involved
• rish of conflict: norms support firm's goals; employee with employee agreement is likely