Question 1

The rational choice paradigm states that effective decision makers begin at any step in the model.

Accepted Answer

The rational choice paradigm suggests that effective decision makers follow a specific sequence of steps starting with identifying the problem, then generating alternatives, evaluating alternatives, making the decision, and finally implementing and monitoring the decision.

Question 2

Decision making is an unconscious process of moving toward a desirable state of affairs.

Accepted Answer

Decision making can involve both conscious and unconscious processes, but it is not solely an unconscious process.

Question 3

According to almost all organizational behavior research, intuitive decision making is a myth that should not be taken seriously.

Accepted Answer

While there is some debate and conflicting research on intuitive decision making, it is not universally considered a myth and some experts argue that it can be effective in certain situations.

Question 4

The rational choice paradigm assumes that decision makers have limited information-processing capabilities and engage in a limited search for alternatives.

Accepted Answer

The rational choice paradigm assumes that decision makers have perfect information and engage in a comprehensive search for alternatives, aiming to make the optimal decision.

Question 5

Satisficing occurs when people continue on a failing course of action.

Accepted Answer

Satisficing occurs when people choose a suboptimal solution that meets their minimum requirements instead of continuing to search for the optimal solution. It does not necessarily involve continuing on a failing course of action.

Question 6

Intuition allows us to draw on our tacit knowledge to guide our decision preferences.

Accepted Answer

Intuition relies on our unconscious knowledge and past experiences to inform our decision-making, often leading to quicker and more confident decisions.

Question 7

One reason why the problem identification stage is imperfect is that various stakeholders try to "frame" the decision maker's view of the situation.

Accepted Answer

Different stakeholders may have different perspectives and interests, so they may try to influence how the problem is defined and presented to the decision maker. This can lead to a biased or incomplete understanding of the situation, making it harder to develop effective solutions.

Question 8

Bounded rationality adopts the main assumptions of the rational choice paradigm of decision making.

Accepted Answer

The answer of Bounded rationality adopts the main assumptions of...

Question 9

Decision makers typically look at alternatives sequentially and compare each alternative to an implicit favorite.

Accepted Answer

This statement is true as decision makers often evaluate alternatives one by one and compare it to their preferred option, which may not be explicitly stated.

Question 10

Our mental models of the world can prevent us from recognizing emerging problems in the workplace.

Accepted Answer

Our mental models are shaped by our past experiences and knowledge, which can create biases and blind spots that prevent us from recognizing emerging problems in the workplace.

Question 11

Subjective expected utility refers to how much the selected alternative benefits or satisfies the decision maker.

Accepted Answer

Subjective expected utility is a measure of a decision maker's satisfaction or benefit from the selected alternative.

Question 12

The decision-making process is more effective when problems are defined in terms of their solutions.

Accepted Answer

Defining problems in terms of their solutions can limit creativity and overlook potential underlying issues, making the decision-making process less effective by constraining the exploration of alternative solutions.

Question 13

Decision makers have a need to reduce uncertainty, so they tend to focus on solutions before fully understanding the problem.

Accepted Answer

Decision makers often feel pressure to quickly find a solution to a problem, which can lead them to jump to conclusions without fully understanding the situation or underlying causes. This can result in ineffective solutions or even exacerbate the problem. However, taking the time to fully understand the problem and gather information can lead to more informed and effective decision making.

Question 14

Decision makers can discover blind spots in problem identification by discussing the situation with other people.

Accepted Answer

Discussing the situation with other people can bring in different perspectives and uncover blind spots that the decision maker may have missed.

Question 15

To choose the best solution, decision makers need clear organizational goals that do not conflict with each other.

Accepted Answer

Clear organizational goals provide decision makers with a framework for evaluating the potential solutions and selecting the one that best aligns with the company's objectives. Conflicting goals can create confusion and make it harder to determine the most effective solution.

Question 16

The decision maker's emotions play an important role in his or her identification of a problem or opportunity.

Accepted Answer

The decision maker's emotions can influence their perception and interpretation of a situation, leading to the identification of a problem or opportunity. For example, if the decision maker is feeling anxious, they may be more likely to perceive a situation as a problem, whereas if they are feeling optimistic, they may be more likely to see an opportunity. Therefore, the decision maker's emotions can have a significant impact on their decision-making process.

Question 17

One of the reasons people use satisficing when making decisions rather than maximization is that it takes more information processing capacity than people possess or are willing to use to choose the best alternative.

Accepted Answer

Satisficing involves choosing an option that meets a satisfactory level of criteria, rather than trying to maximize and choose the absolute best option. This approach is often used because people may not have the time, resources, or cognitive capacity to thoroughly evaluate all available options and choose the optimal one. Therefore, satisficing can be seen as a way to simplify decision-making and reduce the cognitive load required for the process.

Question 18

The last step in the rational decision-making model is to evaluate the decision outcomes.

Accepted Answer

This is a true statement. The last step in the rational decision-making model is indeed to evaluate the decision outcomes. This is to ensure that the decision taken has achieved the desired outcomes and to check if any changes or adjustments need to be made.

Question 19

Ill-defined problems require a non-programmed decision process.

Accepted Answer

Ill-defined problems are complex and do not have a clear solution path. Non-programmed decision-making involves creating new solutions and adapting to the unique circumstances of the problem, which is necessary for addressing ill-defined problems.

Question 20

According to Bounded Rationality Theory, people make better decisions when their perceptions are "bounded" or framed by past experience.

Accepted Answer

Bounded Rationality Theory suggests that people make decisions based on limited information and cognitive abilities, and that their perceptions are not necessarily framed by past experience.

Quiz 7: Decision Making and Creativity