Term
| Diversity-consensus dilemma |
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Definition
| the tendency for diversity in groups to create process difficulties even as it offers improved potential for problem solving |
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Definition
| where members are very dissimilar varying in many characteristics, teamwork problems are more likely |
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Term
| Three different environments for decision making |
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Definition
| certain environment: provides full information on the expected results for decision-making alternatives, risk environment: provides probabilities regarding expected results for decision-making alternatives, uncertain environments: provide no information to predict expected results for decision-making alternatives |
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Definition
| are unofficial and emerge to serve special interests; ones that emerge and coexist as a shadow to the formal structure and without any assigned purpose or official endorsement |
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Term
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Definition
| aka Functional Chimneys Problem, stay focused on matters internal to their function and minimalize interactions with members dealing with other functions; occurs when members of one functional team fail to interact with others from other functional teams |
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Term
| Employee involvement team |
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Definition
| meets regularly to address workplace issues |
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Term
| 3 characteristic of team effectiveness |
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Definition
| achieves high levels of task performance, generates high member satisfaction, stays viable for long-term action |
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Definition
| establish the conditions from which conflicts are likely to change |
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Term
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Definition
| occurs between persons or groups working at the same hierarchical level. These disputes commonly involve goal incompatibilities, resource scarcities, or purely interpersonal factors |
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Term
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Definition
| occurs between levels and commonly involves supervisor-subordinate and team leader-team member disagreements over resources, goals, deadlines, or performance results |
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Term
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Definition
Accommodation or smoothing: involves playing down differences and finding areas or agreement
Compromise: occurs when each party gives up something of value to the other
Avoidance: involves pretending a conflict does not really exist
Collaboration and problem solving: involves recognition that something is wrong and needs attention through problem solving
Competition and authoritative command: working against the wishes of the other party, fighting to dominate in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority |
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Term
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Definition
| approaches problems in a rational and an analytical fashion; is consistent with the rational model where a decision is approached in step-by-step and analytical fashion |
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Definition
| approaches problems in a flexible and spontaneous fashion |
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Definition
| when we apply this to decisions made by individuals and teams in organizations, the focus is on moral problems and dilemmas that are associated with the decision-making process |
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Term
| 3 conditions of decision making |
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Definition
| Certainty: feeling of complete belief or confidence in a single answer to the question, Risk: a state where some possible outcomes have an undesired effect or significant loss, Uncertainty: having limited knowledge to exactly describe existing state or future outcome |
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Term
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Definition
| simply implement solutions that have already been determined by past experience as appropriate for the problem at hand; made as standardized responses to recurring situations and routine problems |
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Term
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Definition
| are created to deal specifically with the problem at hand; are specifically crafted or tailored to fit a unique situation |
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Definition
| give the absolute best solution to a problem |
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Term
| Behavioral decision model |
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Definition
| views decision makers as acting only in terms of what they perceive about a given situation; is that people act only in terms of their perceptions |
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Term
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Definition
| views the manager of team as acting rationally and in fully informed manner; views decision makers as acting in a world of complete certainty |
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Term
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Definition
| recognizes that it is impossible to comprehend and analyze all of the potential relevant information in making choices |
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Term
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Definition
| is the tendency to continue a previously chosen course of action even when feedback suggests that it is failing |
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Term
| Decision-making traps and issues pg 210-211 |
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Definition
judgmental heuristics
Availability heuristic: involves assessing a current event based on past occurrences that are easily available in one’s memory.
Representativeness heuristic: involves assessing the likelihood that an event will occur based on its similarity to one’s stereotypes or similar occurrences
Anchoring and Adjustment heuristic: involves assessing an event by taking an initial value from historical precedent or an outside source and then incrementally adjusting this value to make a current assessment
Decision biases
Confirmation error: is the tendency to seek confirmation for what is already thought to be true and not search for disconfirming information.
Hindsight trap: is the tendency to overestimate the degree to which an event that has already taken place could have been predicted
Framing error: is solving a problem in context perceived |
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Term
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Definition
| Define problem, analyze alternatives, make a choice, take action, evaluate result; this is the process of choosing a course of action for dealing with a problem or opportunity |
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Term
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Definition
| is the process of making joint decisions when the parties involved have different preferences |
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Definition
| occurs when substance issues are resolved and working relationships are maintained or improved |
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Term
| Two primary goals in the negotiation process |
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Definition
| substance goals: deal with outcomes relating to the “content” issues under negotiation, relationship goals: deal with outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process is concluded |
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Term
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Definition
| a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument |
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Term
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Definition
| each party represents a broader constituency |
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Term
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Definition
| the range between one party’s minimum reservation point and the other party’s maximum |
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Term
| The common negotiation pitfalls |
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Definition
| myth of fixed pie, escalating commitment, overconfidence, too much telling or telling problem, too much listening or hearing problem |
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Term
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Definition
| a neutral third party acts as a judge with the power to issue a decision binding for all parties |
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Term
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Definition
| focuses on positions staked out or declared by the parties involved each of whom is trying to claim a certain potion of the available pie which is considered fixed |
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Term
| Integrative or principled approach |
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Definition
| focuses on the merits of the issues and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it |
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Term
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Definition
| set the conditions for conflict; Perceived conflict: substantive or emotional differences are sensed, Felt conflict: tension creates motivation to act, Manifest Conflict: addressed by conflict resolution or suppression |
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