Classical model of decision making: a prescriptive model that tells how the decision should be made.
The Classical Model List alternatives & consequences Rank each alternative from low to high Select best alternative Assumes all information is available to manager Assumes manager can process information Assumes manager knows the best future course of the organization
Devil’s Advocacy: one member of the group acts as the devil’s advocate and critiques the way the group identified alternatives.
Points out problems with the alternative selection.
Dialectical inquiry: two different groups are assigned to the problem and each group evaluates the other group’s alternatives.
Top managers then hear each group present their alternatives and each group can critique the other .
Devil’s Advocacy v. Dialectic Inquiry Devil’s Advocacy Presentation of alternative Critique of alternative Reassess alternative accept, modify, reject Dialectic Inquiry Alter. 1 Debate the two alternatives Reassess alternatives accept 1 or 2, combine Alter. 2