Individual Decisions Quarter

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Human Decisions Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.


Outline

The predecessor lecture is Human Motivations Quarter.

Concepts

  1. Decision. A choice among two or more alternatives.
  2. Four stages of competence. Analysis vs intuition
  3. Decision making.
  4. Rational decision-making model. A decision-making model that describes how individuals should behave in order to maximize some outcome.
    DADIGOFERDECIDESeven-step decision-making
    DiscoverGoals clarification: Survey values and objectives.Define the problem.Outline your goal and outcome.
    Establish or Enumerate all the criteria (constraints).Gather data.
    Options generation: Consider a wide range of alternative actions.Establish or Enumerate all the criteria (constraints).Develop alternatives.

Analyze Options generation: Consider a wide range of alternative actions. Establish or Enumerate all the criteria (constraints). Develop alternatives.

  1. Core self-evaluation. Bottom-line conclusions individuals have about their capacities, competence, and worth as a person. In other words, self-believing in one's inner worth and basic competence.
  2. Behaviorism. A theory that argues that behavior follows stimuli in a relatively unthinking manner.
  3. Attitude. An evaluative statement or judgment concerning objects, people, or events.
  1. Cognitive dissonance. Any incompatibility between two or more attitudes or between behavior and attitudes.
    • Cognitive dissonance. Any incompatibility or inconsistency between attitudes or between behavior and attitudes.
  • Individual decision making
  • Allostasis. Working to change behavior and attitude to find stability.
  • Bounded rationality. Decision making that is rational, but limited (bounded) by an individual's ability to process information.
  • Bounded rationality. A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.
  • Conceptual skill. The ability to think and to conceptualize about abstract and complex situations.
  • Conformity. The adjustment of one's behavior to align with the norms of the group.
  • Counterproductive work behavior. Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent.
  1. Counterproductive workplace behavior. Any intentional employee behavior that is potentially damaging to the organization or to individuals within organization.
    • Counterproductivity. Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, of being late or absent.
    • Exit. Dissatisfaction expressed through behavior directed toward leaving the organization.
  • Decision criteria. Criteria that define what's important or relevant to resolving a problem.
  • Design thinking. Approaching management problems as designers approach design problems.
  • Escalation of commitment. An increased commitment to a previous decision despite evidence it may have been wrong.
  • Escalation of commitment. An increased commitment to a previous decision in spite of negative information.
  • Ethical dilemma. A situation in which individuals are required to define right and wrong conduct.
  • Certainty. A situation in which a decision maker can make accurate decisions because all outcomes are known.
  • General mental ability. An overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions.
  • Heuristic. A rule of thumb that decision makers use to simplify decision making.
  • Quantitative approach in management. The use of quantitative techniques to improve decision making.
  • Risk. A situation in which a decision maker is able to estimate the likelihood of certain outcomes.
  • Uncertainty. A situation in which a decision maker has neither certainty nor reasonable probability estimates available.
  • Prevention focus. A self-regulation strategy that involves striving for goals by fulfilling duties and obligations.
  • Promotion focus. A self-regulation strategy that involves striving for goals through advancement and accomplishment.
  • Risk aversion. The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.
  • Satisfice. Acceptance of solutions that are "good enough."

Methods

  1. Decision table. An analysis model that specifies complex business rules or logic concisely in an easy-to-read tabular format, specifying all of the possible conditions and actions that need to be accounted for in business rules.
  2. Decision tree. An analysis model that provides a graphical alternative to decision tables by illustrating conditions and actions in sequence.
    • Decision tree. The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. It incorporates probabilities or risks and the costs or rewards of each logical path of events and future decisions.

Instruments

Practices

The successor lecture is Worker Productivity Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also