Beruflich Dokumente
Kultur Dokumente
7-2
7-3
7-4
Identify problem/opportunity
Symptom vs problem
Develop/identify alternatives
Search, then develop
7-5
Problems and opportunities are not announced or pre-defined Use logical analysis and nonconscious emotional reaction during perceptual process
7-6
No Problem, Houston?
NASAs space shuttle Columbia disintegrated during re-entry, killing all seven crewmembers. A special accident investigation board concluded that NASAs middle management continually resisted attempts to recognize that the Columbia was in trouble, and therefore made no attempt to prevent loss of life.
7-7
Stakeholder framing
Perceptual defense
Mental models Decisive leadership Solution-focused problems
7-8
Be aware of perceptual and diagnostic limitations Fight against pressure to look decisive Maintain divine discontent (aversion to complacency) Discussing the situation with colleagues -- see different perspectives
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7-9
more
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7-11
easy we can recall the event, but other factors influence ease of recall
3. Representativeness heuristic -- we estimate
probabilities by how much they represent something (e.g. stereotypes) in spite of better probability info
7-12
Paralyzed by Choice
Research has found that when decision makers are presented with more options, they are less likely to make any decision at all. This paralysis of choice occurs even when there are clear benefits of selecting any alternative (such as joining a company retirement plan).
7-13
Emotions form preferences before we consciously evaluate those choices Moods and emotions influence how well we follow the decision process We listen in on our emotions and use that information to make choices
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7-14
Ability to know when a problem or opportunity exists and select the best course of action without conscious reasoning Intuition as emotional experience
Gut feelings are emotional signals Not all emotional signals are intuition
7-15
Systematically evaluate alternatives against relevant factors Be aware of effects of emotions on decision preferences and evaluation process Scenario planning
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7-16
Postdecisional Justification
Tendency to inflate quality of the selected option; forget or downplay rejected alternatives Results from need to maintain a positive selfidentity Initially produces excessively optimistic evaluation of decision
7-17
Escalation of Commitment
The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action Four main causes of escalation:
Self-justification
Prospect theory effect Perceptual blinders Closing costs
7-18
Separate decision choosers from evaluators Establish a preset level to abandon the project Find sources of systematic and clear feedback Involve several people in the evaluation process
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7-19
Thai Cabon Black, the ThaiIndian joint venture, relies on employee involvement to boost productivity and quality. Employees submit hundreds of suggestions in little red boxes located around the site Participatory management meetings are held every month
7-20
The degree to which employees influence how their work is organized and carried out Different levels and forms of involvement
7-21
Employee Involvement
Better problem identification Synergy produces more/better solutions Better at picking the best choice Higher decision commitment
Contingencies of Involvement
7-22
Contingencies of Involvement
Higher employee involvement is better when:
Decision Structure Knowledge Source Decision Commitment
Problem is new & complex (i.e nonprogrammed decision) Employees have relevant knowledge beyond leader Employees would lack commitment unless involved 1. Norms support firms goals 2. Employee agreement likely
Risk of Conflict
7-23
Team members at Nottingham-Spirk Design Associates Inc. give coworker Craig Saunders (standing) a WOW rating for one of the firm's creative products, the SwifferVac. Nottingham-Spirks work environment supports creativity.
7-24
Creativity Defined
Insight
Incubation
Preparation
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7-27
Learning orientation
Encourage experimentation
Tolerate mistakes
Open communication and sufficient resources Team competition and time pressure have complex effect on creativity
7-28
Creative Activities
Redefine the Problem Associative Play Storytelling CrossPollination Diverse teams
7-29
7-32
7-33
7-34
Word Search
FCIRVEEALTETITVEERS
7-35
Burning Ropes