1. © 2012 McGraw-Hill Companies. All Rights Reserved.
Presentation Prepared by:
Nader H. Chaaban, Ph.D.
Montgomery College Rockville, Maryland
© 2012 McGraw-Hill Companies. All Rights Reserved.
McGraw-Hill/Irwin

2. CHAPTER 6 DECISION-MAKING PROCESSES

3. Decision-Making Processes
Improving Creativity
Reflective Thinking Process
The Kepner-Tregoe Approach
The Fishbone Technique

4. DECISION MAKING PROCESS
*Brainstorming
*Six Thinking Hats
*Incrementation
*Mixed Scanning
*Tacit Bargaining

5. Improving Creativity
Creative thinking is often characterized as thinking “outside the box”.
Creativity can be divided into two phases of thinking:
Divergent thinking
Convergent thinking

6. Improving Creativity
Gibson and Hodgetts (1986) identify four different kinds of creativity that may be applied to group problem solving.
Innovation
Synthesis
Extension
Duplication

7. Improving Creativity
Left- and Right-Brain Functions

8. Creative Decision-Making
Model of Decision-Making
Source: Reprinted with permission of the Free Press, a Division of Macmillan, Inc., from David Braybrooke and Charles C. Lindbloom. A Strategy of Decision, copyright © 1963 by The Free Press of Glencoe.

9. Reflective Thinking Process
The reflective thinking process Dewey (1910) emphasizes the left-brain functions.
Define problem.
Analyze causes.
Identify criteria.
Generate solutions.
Choose best solution.
Implement solution.

10. The Kepner-Tregoe Approach
The Kepner-Tregoe approach involves identifying wants and musts.
The most important contribution seems to be the way in which a group works through the criteria phase.

11. SSC Ratings for Competing States
Fishbone Technique
SSC Ratings for Competing States
Source: From Mike Magner. “Geology Blamed for State’s Loss of Atom Smasher,” Ann Arbor News, 11 November 1988, pp. A1, A4.

12. The Fishbone Technique
The Fishbone Technique is so called because its outline resembles the skeleton of a fish.
It helps to identify graphically the underlying causes of a problem.

13. Brainstorming Brainstorming is a lateral thinking process.
Brainstorming encourages open and random thinking and communications

14. Brainstorming Brainstorming emphasizes right-brain activity.
Rules for brainstorming:
Put judgment and evaluation aside temporarily.
Turn imagination loose, and start offering the results.
Think of as many ideas as you can.
Seek combination and improvement.
Record all ideas in full view.
Evaluate at a later session.

15. Brainstorming Alternative Brainstorming Techniques Random Input
Reframing
Professions approach
Provocation

16. Brainstorming Alternative Brainstorming Techniques –SCAMPER system
S=substitute
C=combine
A=adapt
M=modify
P=put to another use
E=eliminate
R=reverse

17. Six Thinking Hats
Six thinking hats is an intuitive way to keep your thoughts
focused while problem solving.
White hat—emotionally neutral.
Red hat—emotions, gut instincts, intuition, and feelings.
Black hat—represents careful and analytical thinking.
Yellow hat—represents sunny, optimistic, and positive thinking.
Green hat—represents creativity, new ideas, alternatives, and possibilities.
Blue hat—represents coordination, control, and the discipline to know when to use which hat.

18. Incrementalism
Braybrooke and Lindblom (1963) argue that many governmental policies are adopted partially as a result of adapting to political pressure rather than as a result of rational analysis.

19. Incrementalism
The term incrementalism refers to the process of making decisions that result in change.
Quadrant 1—High understanding/large change
Quadrant 2—High understanding/incremental change
Quadrant 3—Low understanding/incremental change
Quadrant 4—Low understanding/large change

20. Mixed Scanning
Etzioni (1968) offers a decision-making strategy that is a combination of reflective thinking and incrementalism.
The ability to maintain a balance between attention to the general and attention to the specific appears to be a major factor in successful problem solving.

21. Tacit Bargaining
Murnighan (1992) refer to “tacit bargaining” as “bargaining in which communication is incomplete or impossible”.
People can cooperate fairly successfully in some problem-solving situations if it is to their advantage to do so.
Mixed-motive situations—when there is simultaneous pressure to cooperate and to compete– imply communication procedures that are distinctly different from those in other problem- solving situations.

22. Virtual decision-making
The decision-making process in the virtual process is a thoughtful and time-consuming process.
–Online tools that help groups make decisions are called decision support systems (DSS).

23. Review of the Systems Approach
The decision-making process in most groups can be improved.
The systems principle of equifinality is that several alternative methods may be used to reach the solution to the group’s problem.
The appropriateness of any method will depend on the demands of the specific situation.

24. Review of the Systems Approach
Rational problem-solving methods work well but seem most suited to an autonomous group trying to satisfy its own needs with a democratic leader.
Tacit bargaining seems to be primarily appropriate in mixed-motive situations.
The demands of the situation play a great part in suggesting which problem-solving strategy we want to employ.

25. THE END