2. PROBLEM SOLVING
DECISION MAKING
The process by which
individuals
and
groups
generate alternatives and
evaluate those alternatives
in light of the identified
problem.
A decision is a choice
between two or more
alternatives.
If you only have one
alternative, you do not have
a decision.
By: Jitendra Sharma
4. A
good decision-making process will not
guarantee success, but a poor process will
almost certainly contribute to failure.
By: Jitendra Sharma
5.
Seven General Principles (Brilhart)
1. Focus on the problem before talking
2. Begin with a single question
3. Develop a thorough statement of the problem
analysis
4. Group agrees on criteria for evaluation
5. Resist evaluation when generating ideas
6. Avoid groupthink
7. Verbally plan for implementation
By: Jitendra Sharma
6. 1. The right answer
2. That’s not logical
3. Follow the rules
4. Be practical
5. Avoid ambiguity
6. To err is wrong
7. Play is frivolous
8. That’s not my area
9. Don’t be foolish
10. I’m not creative
By: Jitendra Sharma
7. •
Three characteristics of informaiton
should be considered in forming our
decision-making rules (Gouran, 1979)
Relevancy
Sufficiency
Plausibility
Relevancy, sufficiency, and plausibility of
information affect not only individual decisions
but also the quality of group efforts.
By: Jitendra Sharma
8.
Orientation stage – This phase is where members meet for
the first time and start to get to know each other.
Conflict stage – Once group members become familiar with
each other, disputes, little fights and arguments occur. Group
members eventually work it out.
Emergence stage – The group begins to clear up vague
opinions by talking about them.
Reinforcement stage – Members finally make a decision,
while justifying themselves that it was the right decision.
By: Jitendra Sharma
9.
In establishing objectives, groups are probably
superior to individuals because of the greater
amount of knowledge available to groups.
In identifying alternatives, the individual efforts
of group members encourage a broad search in
various functional areas of the organization.
In evaluating alternatives, the collective
judgement of the group, with its wider range of
viewpoints, seems superior to that of the individual
decision maker.
By: Jitendra Sharma
10.
In choosing an alternative, group interaction
and the achievement of consensus usually result
in the acceptance of more risk than would be
accepted by an individual decision maker.
Implementing a decision, whether or not it was
made by a group, is usually accomplished by
individual managers.
By: Jitendra Sharma
