Meaning, Process and Components Article shared by:
Share through Email advertisement We tend to view situations that require decision making as problems. Decisions are thrust on us by circumstances recessions, natural disasters or the actions of others competitors, customers, government, stakeholders.
Typically, we face these decision problems by identifying alternatives and only then considering objectives or criteria to evaluate them. I call this standard problem-solving approach alternative-focused thinking.
It is reactive, not proactive. Furthermore, it is backward; it puts the cart of identifying alternatives before the horse of articulating values.
Values, as I use the term, are principles for evaluating the desirability of any possible alternatives or consequences. They define all that you care about in a specific decision situation. It is these values that are fundamentally important in any decision situation, more fundamental than alternatives, and they should be the driving force for our decision making.
Alternatives are relevant only because they are means to achieve values. Value-focused thinking helps uncover hidden objectives and leads to more productive information collection.
It can improve communication among parties concerned about a decision, facilitate involvement of multiple stakeholders, and enhance the coordination of interconnected decisions.
For example, people who have developed alternative air pollution standards have usually focused on air quality as measured by parts per million of various pollutants.
But if they were to probe stakeholders for values, they would discover a range of other issues to address, such as health effects, visibility, and impacts on jobs. Addressing these fundamental values would lead to a more insightful evaluation of alternatives and improve communication among stakeholders.
The greatest benefits of value-focused thinking are being able to generate better alternatives for any decision problem and being able to identify decision situations that are more appealing than the decision problems that confront you.
These better decision situations, which you create for yourself, should be thought of as decision opportunities, rather than as decision problems.
als or an entire group or team making a decision. We start with the rational model, Chapter 12 Decision Making, Creativity, and Ethics 2 How do people actually make In the following sections, we indicate areas where the reality of decision making. Decision making is a complex business subject which combines the most complicated element the decision-making process is often determined by environmental factors rather. Creativity is the act of turning new and imaginative ideas into reality. Creativity is characterised by the ability to perceive the world in new ways, to find hidden patterns, to make connections between seemingly unrelated phenomena, and to generate solutions. Creativity involves two processes.
Making Values Explicit Strategic thinkers have long recognized the need to clarify values. They provide guidelines for organizational behavior and decision making, but they cannot be used to evaluate important decisions.
Values, sometimes embedded in mission statements and goals, need to be made more explicit for evaluation. They should be clarified with a specific statement of objectives. However, identifying and structuring objectives is a difficult task: This process usually involves discussions with relevant decision makers and stakeholders.
In these discussions, a number of techniques can be used to stimulate creativity in identifying possible objectives see Table 1.
If you try each technique, you will develop a redundant list, but redundancy is not a shortcoming in this endeavor. It is much easier to recognize redundant objectives when they are explicitly listed than it is to identify missing objectives. The initial list of objectives will contain many items that are not really objectives.
It will include alternatives, constraints, and criteria to evaluate alternatives. With some thought, each item on the list can be converted into an objective. What is an objective? I define it as a statement of something that one wants to strive toward.
An objective is characterized by three features: But simply listing objectives is shallow. We need greater depth, a clear structure, and a sound conceptual basis for relating objectives to each other in decision contexts.
For this, I distinguish between fundamental objectives and means objectives. Fundamental objectives concern the ends that decision makers value in a specific decision context; means objectives are methods to achieve ends.AI in Business: Myths, Reality and How to Reap Value Philipp Gerbert and Julia Kirby Creativity in Decision Making with Value-Focused Thinking Magazine: Summer July 15, Reading Time: A Path to Creative Decision-making (Cambridge, Massachusetts: Harvard University Press, ).
Creativity and Innovation in Decision Making and Decision Support Papers from the IFIP WG International Conference on Creativity and Innovation in Decision Making and. CHAPTER 6. CREATIVITY AND DECISION MAKING Slide No.
1 ENCE ©Assakkaf. 2 CHAPTER 6. When we think of creativity in decision making, though, we will be looking for – Being able to perceive reality accurately and compare cultures objectively.
• Creativity in decision making can be enhanced by personal creativity drivers that include task expertise, motivation, and individual creativity skills. • Creativity in decision making can be enhanced by team creativity drivers that include a creative membership, helpful decision techniques, and external support for .
als or an entire group or team making a decision. We start with the rational model, Chapter 12 Decision Making, Creativity, and Ethics 2 How do people actually make In the following sections, we indicate areas where the reality of decision making.
Decision-making is a critical skill in business operations that involves being able to understand a problem, look at options, and make an effective decision, while creativity is being able to come.