Rational Approach
Rational
decision making models employ a structured approach that is orderly and
logical. A sequence of steps starts with identifying the problem or situation
at hand, followed by compiling all the facts and information necessary to create
a solution. Next, the data is analyzed for various options to determine which
action might achieve the desired result. The final step in rational decision
making involves acting on the preferred option and setting aside adequate
resources to make it work.
decision making models employ a structured approach that is orderly and
logical. A sequence of steps starts with identifying the problem or situation
at hand, followed by compiling all the facts and information necessary to create
a solution. Next, the data is analyzed for various options to determine which
action might achieve the desired result. The final step in rational decision
making involves acting on the preferred option and setting aside adequate
resources to make it work.
The rational aspect indicates that there is
considerable reasoning and thinking done in order to select the optimum choice.
Because we put such a heavy emphasis on thinking and getting it right in our
society, there are many of these models and they are very popular. People like
to know what the steps are and many of these models have steps that are done in
order.
considerable reasoning and thinking done in order to select the optimum choice.
Because we put such a heavy emphasis on thinking and getting it right in our
society, there are many of these models and they are very popular. People like
to know what the steps are and many of these models have steps that are done in
order.
Rational decision making is the commonest of the types
of decision making that is taught and learned when people decide that they want
to improve their decision making. These are logical, sequential models where the emphasis is on listing many
potential options and then working out which is the best. Often the pros and
cons of each option are also listed and scored in order of importance.
of decision making that is taught and learned when people decide that they want
to improve their decision making. These are logical, sequential models where the emphasis is on listing many
potential options and then working out which is the best. Often the pros and
cons of each option are also listed and scored in order of importance.
People would love to know what the future holds, which
makes these models popular. Because the reasoning and rationale behind the
various steps is that if you do x, then y should happen. However, most people
have personal experience that the world usually doesn’t work that way!
makes these models popular. Because the reasoning and rationale behind the
various steps is that if you do x, then y should happen. However, most people
have personal experience that the world usually doesn’t work that way!
The Vroom-Jago system guides a manager in determining if he or she should make the decision independently or
include colleagues. For simple problems, a manager typically acts alone. In
other situations, he or she may speak with coworkers separately to outline the
situation but does not seek feedback. For more complex issues, the manager
might call a group meeting to solicit input before the group reaches a
consensus on a solution.
include colleagues. For simple problems, a manager typically acts alone. In
other situations, he or she may speak with coworkers separately to outline the
situation but does not seek feedback. For more complex issues, the manager
might call a group meeting to solicit input before the group reaches a
consensus on a solution.
Intuitive Approach
Intuitive
decision making models represent a subjective way to find a solution. It
employs gut feeling, knowledge, and making judgment calls. The manager might
use his or her values, ethics, and emotions, along with past experience, to
solve a problem. Leaders commonly use this technique when decisions must be
made quickly and there is not enough time to gather all the facts.
decision making models represent a subjective way to find a solution. It
employs gut feeling, knowledge, and making judgment calls. The manager might
use his or her values, ethics, and emotions, along with past experience, to
solve a problem. Leaders commonly use this technique when decisions must be
made quickly and there is not enough time to gather all the facts.
And
there are probably as many intuitive types of decision making as there are
people. People can feel it in their heart, or in their bones, or in their gut
and so on. There are also a variety of ways for people to receive information,
either in pictures or words or voices.
there are probably as many intuitive types of decision making as there are
people. People can feel it in their heart, or in their bones, or in their gut
and so on. There are also a variety of ways for people to receive information,
either in pictures or words or voices.
People
talk about extra sensory perception as well. However, they are still actually
picking up the information through their five senses. Clair sentience is where
people feel things, clear audience is hearing things and clairvoyance is seeing
things.
talk about extra sensory perception as well. However, they are still actually
picking up the information through their five senses. Clair sentience is where
people feel things, clear audience is hearing things and clairvoyance is seeing
things.
The
idea here is that there may be absolutely no reason or logic to the decision
making process. Instead, there is an inner knowing, or intuition, or some kind
of sense of what the right thing to do is.
idea here is that there may be absolutely no reason or logic to the decision
making process. Instead, there is an inner knowing, or intuition, or some kind
of sense of what the right thing to do is.
And
of course we have phrases such as ‘I smell a rat’, ‘ it smells fishy’ and ‘I
can taste success ahead’. Other types of decision making in the intuitive
category might include tossing a coin, throwing dice, tarot cards, astrology,
and so on. Decision wheels are usually more humorous than intuitive but they do
have a serious application.
of course we have phrases such as ‘I smell a rat’, ‘ it smells fishy’ and ‘I
can taste success ahead’. Other types of decision making in the intuitive
category might include tossing a coin, throwing dice, tarot cards, astrology,
and so on. Decision wheels are usually more humorous than intuitive but they do
have a serious application.
Heuristic
decision making is based on the intuitive model, with three subcategories
defined as shortcuts when time is scarce. Representative heuristics means
making a decision based on what appears familiar. Anchor heuristics uses a value system
to quickly devise a solution in an emergency situation. Availability heuristics
relies on memory and past experiences, along with known facts, to reach a
decision.
decision making is based on the intuitive model, with three subcategories
defined as shortcuts when time is scarce. Representative heuristics means
making a decision based on what appears familiar. Anchor heuristics uses a value system
to quickly devise a solution in an emergency situation. Availability heuristics
relies on memory and past experiences, along with known facts, to reach a
decision.
The
recognition primed model helps a manager learn to recognize patterns that can
be mentally weighed. He or she recalls experiences in the past when a
particular solution worked and determines if the same process might be
effective in the current dilemma. As a person’s experience grows, his or her
ability to recognize patterns improves to make decision making more effective.
recognition primed model helps a manager learn to recognize patterns that can
be mentally weighed. He or she recalls experiences in the past when a
particular solution worked and determines if the same process might be
effective in the current dilemma. As a person’s experience grows, his or her
ability to recognize patterns improves to make decision making more effective.
Quasi Rational Approach
Instead
of evaluating all the possible options and choosing the best, sacrificing is
where we pick the first one that will give us the result. We choose an option
that is ‘good enough’, one that satisfies our needs and sacrifices other
potentially better options.
of evaluating all the possible options and choosing the best, sacrificing is
where we pick the first one that will give us the result. We choose an option
that is ‘good enough’, one that satisfies our needs and sacrifices other
potentially better options.
Combinational Approach
This
can be deliberate where a person combines aspects of both, or it can occur
unwittingly. Many decisions are actually a result of combinations of rational
and intuitive processes.
can be deliberate where a person combines aspects of both, or it can occur
unwittingly. Many decisions are actually a result of combinations of rational
and intuitive processes.
This
new result is more ‘satisfactory’, so they go with that one. For example, a
person has listed the pros and cons of the options, assigned numerical values
and added them all up. (The rational part.) But the end result is not really
satisfactory, they are uneasy somehow (the intuitive part), so they change the
parameters, and the numbers add up differently.
new result is more ‘satisfactory’, so they go with that one. For example, a
person has listed the pros and cons of the options, assigned numerical values
and added them all up. (The rational part.) But the end result is not really
satisfactory, they are uneasy somehow (the intuitive part), so they change the
parameters, and the numbers add up differently.
