Making decisions by Ruth Lepago
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The document discusses decision making processes and barriers to effective decision making. It describes how decision making begins with identifying a problem and considering options and consequences to arrive at a choice. Common barriers include making hasty decisions without consideration, basing decisions on limited information, having disconnected thoughts, and lacking clarity. The document also outlines the steps in a decision making process and explains how SWOT analysis can help evaluate decisions and identify strengths, weaknesses, opportunities, and threats.
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2. It describes different types of decisions like individual decisions which can be people-oriented or task-oriented, and group decisions which can use techniques like brainstorming, Delphi method, or nominal group technique.
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2. Barriers to effective decision making include lack of information, context, too much information, lack of feedback, cultural and psychological factors, and using the wrong decision making theory.
3. Critical elements of good decision making are clearly defining objectives and the problem, gathering quality data, considering many alternatives, logical thinking, and acting decisively on the chosen option. Tools like decision matrices, PERT charts, and Gantt charts can aid the process.
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The document discusses decision making and provides examples of barriers to effective decision making such as being hasty, having narrow information, and scattered or fuzzy thoughts. It then outlines a five step decision making process: 1) define the problem, 2) consider your options, 3) list your options, 4) weigh the consequences, and 5) decide and act. Additionally, it discusses using SWOT analysis and Six Thinking Hats as tools to evaluate decisions and identify strengths, weaknesses, opportunities, threats, positive aspects, negative aspects, creative ideas, feelings, and conclusions.
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The document discusses several decision making models, including rational models that seek an optimal outcome, bounded rational models that recognize limitations in information and options, and other tools like the Vroom-Jago model for determining whether to make a decision individually or as a group. It also covers models for assigning roles in decision making such as the Bain model and approaches like WRAP and Six Thinking Hats that attempt to address weaknesses in rational models by considering multiple perspectives.
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The document discusses various aspects of decision making including:
1. It defines decision making as the process of choosing between alternatives to achieve a goal, and lists some major factors that affect decision making such as prejudice, personal habits, risk and uncertainty, information inputs, and social/cultural influences.
2. It describes different types of decisions like individual decisions which can be people-oriented or task-oriented, and group decisions which can use techniques like brainstorming, Delphi method, or nominal group technique.
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The document discusses various aspects of decision making including:
1) The decision making process which involves identifying problems, criteria, alternatives, analyzing options, selecting an alternative, implementing, and evaluating.
2) Barriers to good decision making such as being hasty, narrow, scattered, or fuzzy.
3) Tools that can help facilitate decision making including the SWOT analysis technique of identifying strengths, weaknesses, opportunities, and threats.
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The document discusses decision making. It begins by defining decision making as the cognitive process of selecting an action from alternatives. It then discusses the decision making process, which involves defining the decision, considering all options, gathering information, analyzing pros and cons, selecting an option, implementing a plan, and monitoring results. Barriers to good decision making like being hasty or narrow are also covered. Tools for decision making like SWOT analysis are presented. SWOT involves identifying internal strengths and weaknesses and external opportunities and threats.
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The document discusses decision making, particularly in crisis situations. It covers various models and processes of decision making, including rational models, Simon's normative model, and group decision making techniques. It notes that decision making in crises can be challenging due to dilemmas, decision delays, avoidance, and other problems. Effective crisis decision making involves implementing policies and plans to support crisis management capabilities, gaining experience in crisis decision making, and training in techniques to help reduce uncertainty.
Problem Solving Techniques
The document discusses various techniques for decision making ranging from simple to more sophisticated methods. It begins by outlining three levels of decision making - strategic, tactical, and operational - based on importance and impact. It then describes several techniques for structuring decision making processes, including using T-charts to list pros and cons, PMI (Plus, Minus, Interesting) analysis, and Buriden's Ass method for decisions with equally attractive options. The document provides examples and worksheets for applying these techniques to hypothetical decisions.
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The document describes various aspects of the managerial decision-making process, including the rational-economic and behavioral models of decision making. It discusses the seven steps in the decision-making process, concepts related to bounded rationality and escalation of commitment. Group decision making techniques like brainstorming and nominal group technique are described, as well as tools for strategic decision making like the growth-share matrix.
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The document discusses decision making, including definitions, models, styles, techniques and theories. It provides information on the four stages of group decision making developed by B. Aubrey Fisher. These include the orientation, conflict, emergence and reinforcement stages. Several decision making tools and techniques are also outlined, such as the pros and cons method, SWOT analysis and decision trees. Different decision making theories like the marginal theory, psychological theory and mathematical theory are explained as well.
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The document outlines a framework for decision making with 7 key steps: 1) Define the decision, 2) Understand the context, 3) Identify options, 4) Evaluate consequences, 5) Prioritize options, 6) Review the decision, and 7) Take action. It also discusses analyzing decisions using tools like decision trees, scenarios, and matrices. Finally, the document emphasizes that communicating decisions effectively requires determining the appropriate message and audience for each stakeholder group.
DECISION MAKING
1. Decision making involves identifying problems, gathering relevant information, identifying alternatives, weighing the evidence, choosing among alternatives, taking action, and reviewing the decision. It is a continuous process that aims to solve problems and meet goals.
2. Effective communication of decisions and participation in decision making from concerned individuals can improve the decision making process. Decisions must be clearly conveyed and input should be gathered from those affected.
3. There are various types of decisions including programmed vs non-programmed, organizational vs personal, major vs minor, and individual vs group decisions. Different decision types are handled differently within an organization.
A group decision making - copy
The document discusses decision making, including defining it as choosing between alternatives. It outlines the steps in decision making as identifying the problem, criteria, alternatives, choosing one, and evaluating. It also discusses factors that affect decision making like inadequate information, time constraints, and the decision maker's experience and values. Group decision making can benefit from more perspectives but is slower, and individual decisions may be quicker but narrower in perspective. Modern approaches to problem solving include brainstorming, nominal group technique, and Delphi technique.
Decision making
Decision making involves selecting a course of action from various alternatives. There are barriers like making hasty, narrow, scattered, or fuzzy decisions. The decision making process involves defining the decision, considering choices, gathering information, evaluating pros and cons, selecting an option, implementing it, and monitoring results. Tools like SWOT analysis, Six Thinking Hats, and decision matrices can aid the process.
Effective decision making
The document discusses various aspects of decision making including:
1. The decision making process involves 7 stages - identifying the problem, criteria, alternatives, analysis, selection, implementation and evaluation.
2. There are different models of decision making like the rational model which uses optimization and bounded rationality which uses satisficing.
3. Decision styles can be reflexive, reflective or consistent. The consistent style balances rushing and wasting time.
4. Key steps in organizational decision making involve outlining goals, gathering data, brainstorming alternatives, analyzing pros and cons, making the decision, taking action and learning from the process.
effectivedecisionmaking-111214021741-phpapp02 (1).pptx
This document provides an overview of decision making processes. It discusses key topics like the decision making stages, models, styles, and implementation. The rational and bounded rational models of decision making are described. The seven step decision making process involves defining goals, gathering data, brainstorming alternatives, analyzing pros and cons, making the decision, taking action, and reflecting on the outcome. Group decision making has four stages: orientation, conflict, emergence, and reinforcement. Tools like Pareto analysis, SWOT analysis, and orienting SWOTs to objectives are also summarized.
Decision making
1. Decision making involves choosing the best alternative to achieve objectives and can be done through various styles like collective reasoning, being data-driven, relying on intuition, or considering pros and cons.
2. Barriers to effective decision making include lack of information, context, too much information, lack of feedback, cultural and psychological factors, and using the wrong decision making theory.
3. Critical elements of good decision making are clearly defining objectives and the problem, gathering quality data, considering many alternatives, logical thinking, and acting decisively on the chosen option. Tools like decision matrices, PERT charts, and Gantt charts can aid the process.
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Making decisions by Ruth Lepago
- 2. z
- 6. b) Every decision making process produces a final choice. It can be an action or an opinion
- 7. c) It begins when we need to do something but do not know what. Therefore, decision making is a reasoning process which can be rational or irrational, and can be based on explicit assumptions or tacit assumptions.
- 8. d) Examples are: Shopping, deciding what to eat, what to wear, when to sleep, etc.
- 10. II. Barriers to Decision Making A) Hasty – Making decisions without making
- 11. B) Narrow- Decision making is based on very limited information
- 12. C) Scattered – Our thoughts in making decisions are disconnected or
- 13. D) Fuzzy – Sometimes the lack of clarity on important aspects of a decision causes us to overlook certain important considerations
- 14. Decision Making Process A) Define the Problem
- 15. B) Consider Your Value:
- 16. C) List Your Options
- 18. E) Decide and Act
- 20. SWOT Analysis is a great technique for identifying your strengths and weaknesses and study any opportunities and threats you
- 21. It is also a powerful strategic planning tool used to evaluate a project in business venture or in an organization or individual requiring a decision in pursuit of an
- 26. 1) White - Information: considering purely what information is available 2) Red - Intuitive or instinctive gut reactions or statements of emotional feeling 3) Black - discernment: logic applied to identifying reasons to be cautious and conservative 4) Yellow – Optimistic Response: logic applied to identifying benefits, seeking harmony 5) Green: creative: statements of provocation and investigation, seeing where the thought goes 6) Blue: meta thinking: the thinking process