Individual Decisions Quarter

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

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

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.
   • Decision. A choice made from among two or more alternatives.
   • Programmed decision. A repetitive decision that can be handled by a routine approach.
   • Nonprogrammed decision. A unique and nonrecurring decision that requires a custom-made solution.
2. Four stages of competence. Analysis vs intuition
   • Unconscious incompetence.
   • Conscious incompetence.
   • Conscious competence.
   • Unconscious competence.
3. 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.
4. Behaviorism. A theory that argues that behavior follows stimuli in a relatively unthinking manner.
5. Attitude. An evaluative statement or judgment concerning objects, people, or events.
   • Attitude. An evaluative statement, either favorable or unfavorable, concerning objects, people, or events.
   • Cognitive component. That part of an attitude that's made up of the beliefs, opinions, knowledge, or information held by a person.
   • Cognitive component. The opinion or belief segment of an attitude.
   • Affective component. That part of an attitude that's the emotional or feeling part.
   • Affective component. The emotional or feeling segment of an attitude.
   • Behavioral component. That part of an attitude that refers to an intention to behave in a certain way toward someone or something.
   • Behavioral component. The behavioral segment of an attitude that constitutes an intention to behave in a certain way toward someone or something.

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.

• Decision analysis. An approach to decision-making that examines and models the possible consequences of different decisions. Decision analysis assists in making an optimal decision under conditions of uncertainty.
• 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.
• 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.
• 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.
• Exit. Dissatisfaction expressed through behavior directed toward leaving the organization.
• 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.
• Intuition. An instinctive feeling not necessarily supported by research.
• Intuitive decision making. Decision making on the basis of experience, feelings, and accumulated judgment.
• Intuitive decision making. An unconscious process created out of distilled experience.
• Intention. A decision to act in a given way.
• Rationale. A reasoning characterized by making consistent, value-maximizing choices within specified constraints.
• Rational decision making. Decision making that produces choices that are logical and consistent and maximize value.
• Rational decision-making model. A decision-making model that describes how individuals should behave in order to maximize some outcome.
• 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.

Practices

The successor lecture is Worker Productivity Quarter.