The document discusses the differences between problem solving and decision making. Problem solving is focused on addressing differences between the current and desired situation, while decision making is focused on choosing between options for the future. The document also outlines various types of problems, steps in problem solving, advantages and disadvantages of decision trees, and methods for group decision making like the Delphi method and Nominal Group Technique.
Decision Making PowerPoint PPT Content Modern SampleAndrew Schwartz
164 slides include: the 6 C's of decision making, inherent personal and system traps, decision trees, decision making methods and tips, 4 slides on the GOR approach to decision making, common pitfalls in decision making, effective strategies in making decisions, the 8 major decision making traps and how to effectively minimize each, different decision making perspectives, 3 different types of analysis (grid analysis - paired comparison analysis, and cost/benefit analysis), utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making plus more.
Decision Making: Decision Making Process, Stages in Decision Making, Individu...Ashish Hande
Decision Making: Decision Making Process, Stages in
Decision Making, Individual and Organizational Decision
Making, Decision Making Models, Information System
support for Decision Making Phases
Short presentation on Decision making.
Decision making variables, Types of managerial decision, Decision making process and Techniques for Stimulating Creativity
Decision Making PowerPoint PPT Content Modern SampleAndrew Schwartz
164 slides include: the 6 C's of decision making, inherent personal and system traps, decision trees, decision making methods and tips, 4 slides on the GOR approach to decision making, common pitfalls in decision making, effective strategies in making decisions, the 8 major decision making traps and how to effectively minimize each, different decision making perspectives, 3 different types of analysis (grid analysis - paired comparison analysis, and cost/benefit analysis), utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making plus more.
Decision Making: Decision Making Process, Stages in Decision Making, Individu...Ashish Hande
Decision Making: Decision Making Process, Stages in
Decision Making, Individual and Organizational Decision
Making, Decision Making Models, Information System
support for Decision Making Phases
Short presentation on Decision making.
Decision making variables, Types of managerial decision, Decision making process and Techniques for Stimulating Creativity
what is decision making, conditions of decision making, decision making under certainty, decision making under uncertainty, decision making under risk, process of decision making, how to effactive decision making
ReadySetPresent (Decision Making PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Successful and effective strategic decision making is a guarantee to increase productivity in every workplace. Decision Making PowerPoint Presentation Content slides include topics such as: the 6 C’s of decision making, inherent personal and system traps, 10+ slides on decision trees, 10+ slides on decision making methods and tips, 4 slides on the GOR approach to decision making, 8 slides on common pitfalls in decision making, 4 slides on effective strategies in making decisions, 35+ slides on the 8 major decision making traps and how to effectively minimize each, 7 slides on different decision making perspectives, 25 slides on the 3 different types of analysis (grid analysis – paired comparison analysis, and cost/benefit analysis), 4 slides on utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making and more!
Decision Making remains one enigma for managers. Although no prescription can be offered for mastering this technique yet these fillers will certainly improve your skill
Problem Solving PowerPoint Presentation Content slides include topics such as: teaching problem solving skills, evaluating how you solve problems, understanding the process: how to solve problems, 8 active listening techniques, primary issues for problem solvers, group or individual brainstorming, the problem solving framework, vertical and lateral thinking, adaptors and innovators as problem solvers, collaborative problem solving, leadership and creative work environments, four models of problem solving, SWOT, the 6 C's of decision making, how to's and much more.
Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions. Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing relevant information and defining alternatives.
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what is decision making, conditions of decision making, decision making under certainty, decision making under uncertainty, decision making under risk, process of decision making, how to effactive decision making
ReadySetPresent (Decision Making PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Successful and effective strategic decision making is a guarantee to increase productivity in every workplace. Decision Making PowerPoint Presentation Content slides include topics such as: the 6 C’s of decision making, inherent personal and system traps, 10+ slides on decision trees, 10+ slides on decision making methods and tips, 4 slides on the GOR approach to decision making, 8 slides on common pitfalls in decision making, 4 slides on effective strategies in making decisions, 35+ slides on the 8 major decision making traps and how to effectively minimize each, 7 slides on different decision making perspectives, 25 slides on the 3 different types of analysis (grid analysis – paired comparison analysis, and cost/benefit analysis), 4 slides on utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making and more!
Decision Making remains one enigma for managers. Although no prescription can be offered for mastering this technique yet these fillers will certainly improve your skill
Problem Solving PowerPoint Presentation Content slides include topics such as: teaching problem solving skills, evaluating how you solve problems, understanding the process: how to solve problems, 8 active listening techniques, primary issues for problem solvers, group or individual brainstorming, the problem solving framework, vertical and lateral thinking, adaptors and innovators as problem solvers, collaborative problem solving, leadership and creative work environments, four models of problem solving, SWOT, the 6 C's of decision making, how to's and much more.
Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions. Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing relevant information and defining alternatives.
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Written Case Analysis ModelStep 1. Problem Identification. The f.docxericbrooks84875
Written Case Analysis Model
Step 1. Problem Identification. The first step in your written analysis is to explicitly identify the major problem(s) in the case in one or two clear and precise sentences. For example, "The major problem in this case is a 15 percent increase in employee turnover compared to last year's rate." Herbert Simon, who received a Nobel Prize for his work on management decision making, has defined a problem as "a deviation from a standard." In other words, one way to identify a problem is to compare some desired state or objective with the actual situation. A problem or series of problems may prevent the organization from reaching its objectives or goals. A key point here is that in order to define a problem, there must be some type of standard for comparison. Possible standards include the organization's stated objectives or goals, objectives or goals of competing organizations, or standards based on normative prescriptions from human resource management theory.
It is important to remember that problems reside in the present. The problem is here and now!
Step 2. Identify the Causes of the Problem. Before proposing alternative solutions, the decision maker must have a clear understanding of the underlying causes of the problem. HRM problems are usually embedded in a larger context. This means the decision maker must examine internal and external environmental factors over time to isolate causal factors. Causes of problems tend to be historical in nature. To formulate a solid understanding of the specific causes, you should search for root causes and use relevant course concepts and theories to better define them. The "question syndrome" approach may be beneficial here: Why did the problem occur? When did it begin? Where does it occur? Where doesn't it occur? What effective HRM practices should the organization be using? What has the organization failed to do? What are the antecedents of the problem? Posing these questions will help you to probe beyond the symptoms to the root causes of the problem.
The process of identifying the causes of a problem is very much like hypothesis testing. You should set forth possible causes and then test them against the facts in the case. In writing this section, it is important to present a plausible discussion of the causes so as to convince the reader that your analysis is correct.
Step 3. Select Criteria. Your decision criteria serve to allow you the opportunity to evaluate each of your alternatives using the same measures. Many of the criteria that you will utilize in making HR decisions are qualitative in nature. There is a short list presented in your packet. In reality, all of these come into play. But importance to any problem will be different, which will require you to prioritize these for each different case. We will prioritize this list and use the most important three for each set of alternatives.
Step 4. Alternative
Solution
s. This step involves developing alternative.
PLUS THE DECISION MAKING PROCESS12LikeLikeTweet 4.docxLeilaniPoolsy
PLUS: THE DECISION MAKING PROCESS
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MAY 29, 2009
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We selected a six step decision making process that synthesized the decision making models
used in existing training, not just ethics training.
The model is descriptive of how people intuitively make decisions and makes the steps
explicit.
The six steps of this natural, intuitive decision-making process are:
• Step 1:
Define the problem (#1)
• Step 2:
Identify available alternative solutions to the problem (#2)
• Step 3:
Evaluate the identified alternatives (#3)
• Step 4:
Make the decision (#4)
• Step 5:
Implement the decision (#5)
• Step 6:
Evaluate the decision (#6)
Step 1: Define the problem
The most significant step in any decision making process is describing why a decision is called for and identifying the
most desired outcome(s) of the decision making process.
One way of deciding if a problem exists is to couch the problem in terms of what one wanted or expected and the actual
situation. In this way a problem is defined as the difference between expected and/or desired outcomes and actual
outcomes.
This careful attention to definition in terms of outcomes allows one to clearly state the problem. This is a critical
consideration because how one defines a problem determines how one defines causes and where one searches for
solutions.
The limiting aspect of the problem definition step is not widely appreciated. Consider this example.
Your company owns an old, downtown office building. Tenants are complaining that their employees are getting angry
and frustrated because there is always a long delay getting an elevator to the lobby at rush hour.
You are asked for a reaction on how to solve this problem. As with most problem situations there are several ways to
define the situation and several solutions that suggest themselves.
This scenario has been presented to over 200 groups in a training environment. The most common alternatives these
groups offered were:
• Flexible hours- so all the tenants' employees wouldn't be at the elevators at the same time.
• Faster elevators - so each elevator could carry more people in a given time period.
• Bigger elevators - so each elevator could carry more people per trip.
• Elevator banks- so each elevator would only stop on certain floors, increasing efficiency.
• Better elevator controls - so each eltor would be used more efficiently.
• More elevators - so that overall carrying capacity could be increased.
• Improved elevator maintenance - so each elevator would be more efficient.
• Encourage employees to use the stairs - so fewer people would use the elevators.
PLUS: The Decision Making Process | Ethics Resource Center
If you examine each alternative you will see that several different definitions of the problem must have existed.
• If the solution is "flexible hours" the problem must have been defined as, "Too many people getting off work at a
given ti.
Important elements of this presentation are better covered in my later presentation titled "What Is Jobs-To-Be-Done?" I recommend that readers start with that.
Are you an innovator, entrepreneur or product manager? Do you want to understand what causes people to purchase, adopt and re-purchase products and services? This presentation gives you an introduction to Jobs-To-Be-Done—a theory of the market that seeks to answer these questions and more.
Seven Steps to Ethical Decision Making– Step 1 Define the p.docxedgar6wallace88877
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
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what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
11/10/19, 10:28 PM
Page 2 of 9
Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
This topic shows the importance of problem solving, and why do we need a problem solving mind. It also shows how to solve problems through 4 steps, using creative tools & techniques to define the problem, generate alternatives, analyze alternatives and taking action.
“Decision making is a conscious human process involving both individual and social phenomenon based upon factual and value premises which concludes with a choice of one behavioral activity from among one or more alternatives with the intention of moving towards some desired state of affairs.”
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Building and sustaining ethical nonprofits toolkit (handout 1 of 1)Greenlights
Tom Sechrest, Ph.D., Program Director, Master of Science in Organizational Leadership and Ethics and Associate Dean, School of Management and Business, St. Edward's University and Ann Hume Wilson, Executive Director, Conspirare
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Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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5. DIFFERENCE BETWEEN PROBLEM
SOLVING AND DECISION MAKING
Any difference between
an actual situation and
a desired situation.
It is focused on the
past.
A logical, step by step
process that leads one
toward making a
successful decision.
It is the act of making a
choice between two or
more options.
It is focused on the
future.
Process of analyzing
critical data to
determine the best
action.
PROBLEM SOLVING DECISION MAKING
6. Kinds of
Problems• Simple Problems
- occur suddenly, and the cause of the
problem may be obvious.
• Crisis Problems
- problems that can lead to a disaster if
not resolved quickly and appropriately.
7.
8. •What is the right thing to do?
•What can go wrong?
Murphy’s Law of Management
“ If anything can go wrong, it will”
• How can I prevent the problem
from happening?
• What is my alternative plan?
•When should the alternative plan
take over?
9. Steps in Problem Solving
State the problem.
Define the present state of affairs.
State the objective.
List the possible cause.
Select the most likely cost.
List alternative solutions.
Evaluate alternatives.
Make a decision.
Draw up a plan of action.
Evaluates the results.
16. The Decision Tree
A series of if-then statements about possible
solutions to a problem in which alternatives are
gradually eliminated in reaching the best
decision.
17.
18. Advantages
of Decision Tree
Simple to understand and interpret.
Worst, best and expected values can be
determined for different scenarios.
Possible scenarios can be added.
19. Disadvantages
of Decision Tree
Process can be quite time-consuming.
Diagrams can become unmanageable for
complex decision.
Can create over-complex trees that do not
generalise the data well.
20.
21. “ Optimizing” Versus “ Satisficing”
Optimizing involves adopting a strategy to
select the best possible solution from
the available options.
Satisficing is a conjunction of the
words satisfy and suffice, and means the
finding of a solution which is "good enough”.
23. Lessons from the Orient
Peter Drucker suggest that American
might learn something from the
Japanese approach in decision making.
24. Group Decision Making
Delphi method
- process of collecting group of opinion through
a series of questionnaires; initial responses are fed
back to participants so that subsequent decisions
can reflect input from all participants.
31. It is important to know when not to make a
decision.
Weigh and interpret our emotions carefully.
32. Communication skills play a critical role in
decision making.
Any good decision includes the flexibility to
allow for unforeseen occurrences and new
information.
33. There is a delicate balance between perfecting
the plan and carrying it out.
“ Will I have the courage to do what is best, even
everyone else does not agree?”
