Individual Decisions Quarter

From CNM Wiki
Revision as of 18:14, 3 April 2018 by Test.user (talk | contribs) (Concepts)
Jump to: navigation, search

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. Policy. A guideline for making decisions.
    • Operative rule(s). The business rules an organization chooses to enforce as a matter of policy. They are intended to guide the actions of people working within the business. They may oblige people to take certain actions, prevent people from taking actions, or prescribe the conditions under which an action may be taken.
  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. Define the problem.Outline your goal and outcome.
    Establish all the criteria (constraints).Gather data.
    Options generation.Consider all the alternatives.Develop alternatives.
    AnalyzeFacts-finding.List pros and cons of each alternative.
    Consideration of Effects
    DesignReview and implementation.Identify the best alternative.Make the decision.
    Develop and implement a plan of action
    Evaluate and monitor the solution and examine feedback when necessary
    ImplementImmediately take action to implement it.
    Discover (new cycle)Learn from and reflect on the decision.
  5. Decision criteria. Criteria that define what's important or relevant to resolving a problem.
  6. Four stages of competence. Analysis vs intuition
  7. Behaviorism. A theory that argues that behavior follows stimuli in a relatively unthinking manner.
  8. Attitude. An evaluative statement or judgment concerning objects, people, or events.
  9. Risk. A situation in which a decision maker is able to estimate the likelihood of certain outcomes.
    • Certainty. A situation in which a decision maker can make accurate decisions because all outcomes are known.
    • Uncertainty. A situation in which a decision maker has neither certainty nor reasonable probability estimates available.
  10. Ad hoc decision-making.
  11. 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.
    • Conceptual skill. The ability to think and to conceptualize about abstract and complex situations.
    • General mental ability. An overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions.
  12. Decision-making tendency.
    • 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.
    • 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.
    • 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.
  13. Decision-making dilemma. Optimizing vs. satisficing, intuitive vs rational, Agile vs rigid, conservative vs aggressive
    • Satisfice. Acceptance of solutions that are "good enough."
    • Allostasis. Working to change behavior and attitude to find stability.
  14. Self-regulation strategy.
    • 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.
  15. Ethical dilemma. A situation in which individuals are required to define right and wrong conduct.
  16. 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.
  17. Counterproductive workplace behavior. Any intentional employee behavior that is potentially damaging to the organization or to individuals within organization.
    • Counterproductive work behavior. Actions that actively damage the organization, including stealing, behaving aggressively toward coworkers, or being late or absent.
    • 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.

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