Decision Making And Creativity


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Decision Making And Creativity

  1. 1. Decisions & Creativity 1Decision-Making and Creativity Jack F. Gowen, Sr. Keiser University Graduate School MBA 501 Organizational Behaviors Professor: Dr. Kevin Cojanu June 13, 2010
  2. 2. Decisions & Creativity 2 Decision-Making and Creativity The purpose of this paper is to explore creative decision-making processes, both from mypersonal job experience, and from an academic approach. I used to be an adult protective serviceinvestigator. My position called for decision-making, concerning crucial safety; and lifechanging issues, and recommendations that affected people’s life both positively, and negatively. The author of our text defined decision-making; (The conscious process of makingchoices among alternatives with the intention of moving toward some desired state of affairs).(McShane & Von Glinow, 2010, p. 198) The author of our textbook laid out for us “The Rational Choice Paradigm of DecisionMaking, detailing the choices made in decision-making. My job as an adult protective serviceinvestigator required logical decision-making, and reporting once all the available facts gatheredconcerning the allegations made. (Determine validity of the allegation, and makerecommendations) My subjective approach used to assess the situation enabled an unbiasedapproach, in order not to pre-judge the situation, and at times, my core values were in conflictwith the situation. My mandated response to the allegations required intervention within 24 hrs.This meant decisions made based upon scratchy information. My ongoing investigation filled inmissing information from the original allegation. The investigations fact-finding center aroundruling out abuse, neglect, or exploitation. My investigation determined the validity of theallegations made. The allegation were validated case plan was developed to address this issues.(e.g., subjected expected utility) The case decisions normally made through supervisory review.
  3. 3. Decisions & Creativity 3This addressed the type of intervention needed to rectify the situation. The opportunity forconstructive change required quick decision-making. The legally mandated regulations andprocedures established to protect vulnerable adults, guided decisions made. The six-step process of the “Rational Choice Decision-Making Process” is outlined as thefollowing; 1. Identify problem or opportunity 2. Choose the best decision process 3. Develop alternative solutions 4. Choose the best alternative 5. Implement the selected alternative 6. Evaluate decision outcomes.(McShane & Von Glinow, 2010, p. 199) Each one of these guidelines for decision-making, followed to some degree, (e.g., maybenot in that specific order always) in developing an alternate case plan to address the issue, withhopefully positive results for all concerned. Much of the decisions making had to be made with“intuition”, the time restraints doesn’t allow enough time to fully address the issue beforemaking a determination, and coming to a decision on a course of action. (McShane & VonGlinow, 2010, p. 199.) My involvement within the decision making process was paramount as the initial workerresponding to the allegation. Many times the situation needed a creative response choosing thecorrect course of action necessary confirming the allegations of adult abuse. Many times the
  4. 4. Decisions & Creativity 4resources (e.g., either monetary, or physical) were not available at that moment. My creative planof action sometimes was unconventional. (McShane & Von Glinow, 2010, p. 216) My options called for utilizing all available resources at my disposal to assist in thedecision-making process. (e.g., co-workers, supervisors, stakeholders, etc.) If you are in theposition where you can think ahead and anticipate potential scenario’s that is the best way todevelop contingency plans. The job experience I addressed is not typical when compared to thecorporate environment. There will always be new unknown problem to deal with when makingabrupt decisions. There is no clear-cut remedy for rational decision-making processes. (McShane& Von Glinow, 2010, p. 201) The constraints on the effective use teams vary. You may not be in position to get all ofthe team members together. There are technical solutions through conference calls, and go tomeetings web based services, to help address this issue. There may be such diversity of thoughtand opinions, that this can hinder effective communication and coming to a mutually agreedupon decision. The advantages of team decision making is the diversity of thought andexperience that can enhance the decision making process. Team decision making may take toolong to come up with a consensus. There is a clear inter-dependence between each team member,because each one is depending upon another team member to help them in the decision makingprocess. The team dynamic trumps the concept of independent or autonomous decision-making.There are times when decision-making process is more productive when working independently,from the group. Many of our corporate structures are set up on the team-building concept. Unlessyou are a lone ranger, and cannot fill comfortable within a team dynamic, this may limit youroptions, and hinder your group’s ability to be creative. (McShane & Von Glinow, 2010, p. 236)
  5. 5. Decisions & Creativity 5 I have evaluated the influence of rational decision-making processes, and the influence ithas upon creativity from the individual, and team (group) dynamic perspective. It is importantthat whenever you be faced with a dilemma which needs quick response, and decision making,look to all available resources around at your disposal.
  6. 6. Decisions & Creativity 6 ReferencesMcShane Steven, L. & Von Glinow Mary Ann, (2010). Organizational Behavior: Emerging knowledge, and Practice for the Real World: Fifth Ed. New York: McGraw-Hill Irwin