Flashcards
ch 7: decision making and creativity
Cards in this deck (35)
- 1rational choice decision makingper option, calculate the probability expectancy the desired outcome will occur x outcome valence (for each selection criterium, so add this up)
the option with the highest score should be chosen. - 2problem definitiona deviation between the current and the desired situation - the gap between 'what is' and 'what ought to be'
- 3rational choice decision making process, six steps1. identify problem or opportunity
2. choose the best decision process (meta-decision)
3. discover or develop possible choices
4. select the choice with the highest value
5. implement the selected choice
6. evaluate the selected choice - 4meta-decision (deciding how to decide) options1. whether to solve the problem alone or involve others
2. whether to assume the decision is programmed or nonprogrammed - 5programmed decisions vs. nonprogrammed decisionsprogrammed: have already been resolved in the past, so you follow standard operating procedures.
nonprogrammed: require all steps in the decision model because the problems are new, complex, and/or ill-defined - 6problems with problem identification: solution-focused problemssome decision makers describe the problem as a veiled solution (e.g. the problem is that we need more control over our suppliers)
- 7problems with problem identification: decisive leadershipmany leaders announce problems or opportunities before having a chance to logically assess the situation
- 8problems with problem identification: stakeholder framingstakeholders (employees, suppliers, customers) point to external factors rather than their own faults or frame the problem wrongly, causing a distorted picture of the problem
- 9problems with problem identification: perceptual defenceblocking out bad news as a coping mechanism, thus people fail to become aware of problems
- 10problems with problem identification: mental modelsmental models produce a negative evaluation of things that deviate from the mental model. if an idea doesn't fit in the existing mental model of how things should work, then it's quickly dismissed as unworkable or undesirable
- 11divine discontent meaningdecision makers with this mindset are never satisfied with current conditions, so they actively search for problems and opportunities
- 12bounded rationality meaningthe view that people are bounded in their decision-making capabilities, including access to limited information, limited information processing, and tendency towards satisficing rather than maximising when making choices
- 13two problems with information processing1. people evaluate only a few alternatives and only some of the main outcomes of those alternatives
2. people have an implicit favourite, so they won't evaluate all alternatives against each other (especially without bias) - 14three biased decision heuristics1. anchoring and adjustment heuristic
2. availability heuristic (tendency to estimate the probability of something occurring by how easily we recall the event)
3. representativeness heuristic (e.g. stereotypes; assuming someone is gay because they act a certain way when the probability is higher that the person is straight) - 15satisficing meaningchoosing the first alternative that exceeds a standard of acceptance for their needs and preferences
- 16three ways that emotions influence the decision making process1. they form early preferences (initial emotional markers)
2. they change the decision evaluation process (more attention to details when in negative mood)
3. they serve as information when we evaluate alternatives - 17intuition definitionthe ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning
- 18action scripts meaningprogrammed decision routines that speed up our response to pattern matches or mismatches.
intuition relies on this. - 19three ways to make choices more effectively1. combine intuition with careful analysis of relevant information
2. look at the options again when you feel differently (in case you're experiencing a strong emotion)
3. scenario planning (think about what would happen if a significant environmental condition changed and how the organisation should react) - 20two reasons why decision makers don't evaluate their decisions well + explanation1. confirmation bias turns into post decisional justification (ignoring or underemphasising negative outcomes and overemphasising positive features)
2. escalation of commitment (tendency to repeat an apparently bad decision or allocate more resources to a failing course of action) - 21four reasons why 'escalation of commitment' occurs (without explanation)1. self-justification effect
2. self-enhancement effect
3. prospect theory effect
4. sunk costs effect - 22self-justification effect meaningtrying to convey a positive public image of yourself, so people are motivated to demonstrate that their choices will be successful, even when it's failing
- 23self-enhancement effect meaningwe overestimate our ability to rescue the project. information gets distorted, so we don't recognise the problem sooner
- 24prospect theory effect meaningtendency to experience stronger negative emotions when losing something of value than the positive emotions when gaining something of equal value --> stronger motivation to avoid losses
- 25sunk costs effectthe value of resources already invested in the decision causes people to invest more in it to prevent certain losses
- 264 strategies to minimise escalation of commitment and confirmation bias1. change the decision maker
2. create a stop-loss (publicly!)
3. seek factual and social feedback (earlier awareness of problems)
4. focus on the present (to reduce sunk cost effect) - 27creativity definitionthe development of original ideas that make a socially recognised contribution
- 28the creative process model explanation1. preparation (understand problem + investigate info)
2. incubation (reflective thought, non conscious or low-level awareness, + active divergent thinking process)
3. illumination (sudden awareness of novel, but vague and incomplete idea)
4. verification (detailed logical and experimental evaluation of the idea) - 29divergent thinking meaningreframing the problem in a unique way and generating different approaches to the issue
- 304 activities that encourage creativity (without explanation)1. redefine the problem (resist old projects, ask others who are unfamiliar)
2. associative play
3. cross-pollination
4. design thinking - 31explanation of 'associative play'playing games, being challenged in unusual ways (like creating something new with a specific purpose using existing unrelated products), morphological analysis
- 32morphological analysissystematically investigating all combinations of characteristics of a product, service, or event, and then looking at the feasibility of each combination
- 33cross-pollination explanationwhen people from different areas of the organisation exchange ideas or when new people are brought into an existing team
- 34design thinking explanationa human-centred, solution-focused creative process that applies both intuition and analytical thinking to clarify problems and generate innovative solutions
- 35explain the four rules of design thinking: the human rule + ambiguity rule + re-design rule + tangible rulehuman rule: it's a team activity
ambiguity rule: creativity and experimentation are only possible when there's ambiguity
re-design rule: review past solutions to understand how those inventions satisfied the needs
tangible (tastbaar) rule: spend less time thinking and more time doing
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- university w&o Flashcards on ch 7: decision making and creativity, created by Sabine - on 20/02/2021.
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