Techniques in Improving the Problem-Solution Process
a process of generating many creative solutions without evaluating their merit
Brainstorming
occurs when a group or individual is assigned the role of questioning the underlying assumptions of problem formulation
DIALECTICAL INQUIRY
based on self-censorship and direct pressure on the group; the lack of dissent is viewed as unanimity.
Illusions of unanimity
are made in response to problems that are either complex or novel, No alternative is clearly correct, and past decisions are of little help; instead, you must weigh the alternatives and their consequences carefully.
Nonprogrammed decisions
The quick route is not always the best decision-making path to take, however. When faced with novel and complex situations, it is better to process available information logically, analytically, and methodically.
Reflective Decision-Making
Is a group member whose role is to disagree with the group. This type of debate forces the group to justify its position and, as a consequence, develop a more precise and accurate picture of the problem and its underlying causes.
DEVIL’S ADVOCATE
shared by most or all of the group members that creates excessive optimism and encourages them to take extreme risks.
Illusion of invulnerability
is a standard response to a simple or routine problem. The nature of the problem is well defined and clearly understood by the decision maker, as are the possible solutions.
Programmed decision
represents the earliest attempt to model decision-making processes
The Classical, or Rational, Model The classical model
a process of having group members record their proposed solutions, summarize all proposed solutions, and independently rank solutions until a clearly favored solution emerges
Nominal group technique
is like the devil’s advocate approach except that more than one opposing view is presented. Each group involved in making a decision is assigned the responsibility of representing the opinions of its constituents.
MULTIPLE ADVOCACY
any member who expresses strong arguments against any of the group’s stereotypes, illusions, or commitments.
Direct pressure
a model that assumes that people usually settle for acceptable rather than maximum options because the decisions they confront typically demand greater information-processing capabilities than they possess
Bounded rationality model (administrative model)
a decision-making technique that never allows decision participants to meet face-to-face but identifies a problem and offers solutions using a questionnaire
Delphi technique
where members downplay negative information or warnings that might cause them to reconsider their assumptions.
Collective rationalizations
The quick, intuitive route can be lifesaving; when we suddenly feel intense fear, a fight-or-flight response kicks in that leads to immediate action without methodically weighing all possible options and their consequences
Reactive Decision-Making
when members of the group minimize their own doubts and counterarguments.
Self-censorship
a decision-making model that focuses on how decision makers attempt to rationalize their choices after they are made
Retrospective decision model (implicit favorite model)