Chapter
4
Individual Decision Making
and Creativity
Fundamentals of
Organizational Behavior 2e
Andrew J. DuBrin
PowerPoint Presentation
by Charlie Cook
Learning Objectives
1. Work through the classical/behavioral decisionmaking model when faced with a major decision.
2. Identify and describe factors that influence the
effectiveness of decision making.
3. Understand the nature of creative decision making
in organizations.
4. Enhance your creative problem-solving ability.
A. J. DuBrin, Fundamentals of Organizational
4–2
Types of Decisions
Decision
What takes place when a person chooses among two or
more alternative responses or courses of action.
Programmed Decisions
Programmed (routine) decisions
use standardized response
alternatives to recurring problems.
A. J. DuBrin, Fundamentals of Organizational
4–3
Types of Decisions (cont’d)
Nonprogrammed Decisions
Nonroutine decisions involving
creative thinking to develop
unique responses to
nonrecurring problems for
which alternatives are not
known in advance.
Higher level managers typically
are involved in nonprogrammed
decision making; lower level
managers face more
programmed decisions.
A. J. DuBrin, Fundamentals of Organizational
4–4
Degree of Risk and Uncertainty
Associated with Decisions
Certainty
Certainty
Risk
Risk
Uncertainty
Uncertainty
Facts
Factsare
arewell
wellknown.
known.
Alternatives
Alternativesare
areknown
known
and
andoutcomes
outcomescan
canbe
be
predicted
accurately.
predicted accurately.
Facts
Factsare
areknown.
known.
Alternatives
Alternativesare
areless
less
clearly
clearlydefined.
defined.
Facts
Factsare
areunknown.
unknown.
Few
Fewalternatives
alternativesare
are
known.
known.
The
The probability
probabilityof
of
outcomes
outcomesisispredicted
predicted
from
fromexperience.
experience.
The
Theprobability
probabilityof
of
outcomes
outcomescannot
cannotbe
be
predicted
predictedaccurately.
accurately.
Usually
Usuallyinvolves
involveslowerlowerlevel
levelissues
issues
Low
Low
Degree
Degreeof
ofRisk
Riskand
andUncertainty
Uncertainty
A. J. DuBrin, Fundamentals of Organizational
High
High
4–5
Decision-Making Models
Classical decision model
The environment is certain and stable.
Managers are rational decision-makers.
Behavioral decision model
There is environmental uncertainty
and instability.
Managers have cognitive limitations
and make decisions based on their perceptions of a
situation
A. J. DuBrin, Fundamentals of Organizational
4–6
A Classical/Behavioral Decision-Making
Model
Managers make decisions within a generally
rational framework though they may rely on
personal intuition and judgment at various
points in the decision process.
A. J. DuBrin, Fundamentals of Organizational
4–7
The Decision-Making Process
Identify and diagnose
the problem
Establish decision
criteria
Develop creative
alternatives
Evaluate the alternatives
Choose one alternative
“Back to the
drawing board.”
EXHIBIT
4-1
Repeat process
if necessary
“What really is our problem?”
“What are we trying
to accomplish?”
“Let’s dream up some great ideas.”
“Some of these ideas are
good, some are wacko.”
“This alternative is a winner!”
Implement the decision
“Now let’s take action.”
Evaluate and control
“How really good was that idea?”
A. J. DuBrin, Fundamentals of Organizational
4–8
Bounded Rationality and Influences
on Decision Making
Bounded rationality (Herbert Simon)
The rationality of decisions is limited by:
The extent of the decision maker’s metal abilities.
External influences over which the decision maker has
little or no control.
Satisficing decisions:
Are reached when the first sufficient alternative that is
adequate, acceptable, or passable is chosen.
Result from bounded rationality.
Heuristics
Simplified strategies to deal with masses of information.
A. J. DuBrin, Fundamentals of Organizational
4–9
Influences on Decision Making Contributing
to Bounded Rationality
“I’m great at hunches.”
“Let’s wait before deciding.”
“I’ve got integrity.”
“Our backs are to the
wall, and we disagree.”
Procrastination
Values
Crisis and
Conflict
Intuition
Bounded Rationality
of Decision Maker
Political
Considerations
Personality
and
Cognitive
Intelligence
Emotional
Intelligence
“I like risks and I’m really bright.”
“I can read people great
and control my emotions.”
Quality and
Accessibility of
“The IS group is feeding
Information
me great stuff.”
“What does my boss
want me to decide?”
EXHIBIT
4-2
A. J. DuBrin, Fundamentals of Organizational
4–10
The Nature of Creativity
Creativity:
Is the process of developing good ideas
that can be put into action.
Is essential to dealing with nonprogrammed decisions.
Approaches to understanding
creativity:
Steps in the creative process
Characteristics of creative people
Conditions necessary for creativity
A. J. DuBrin, Fundamentals of Organizational
4–11
Steps in the Creative Process
“I see something of
potential value here.”
Step 1
Opportunity or Problem
Recognition
“Time to raise some money
and get a few early customers.”
“Time for a warm bath
and a long sleep.
Step 2
Immersion
Step 3
Incubation
“I’m going to gather all
l can find on this subject.”
Step 4
Insight
Step 5
Verification
“Wow, I’ll sell moon
rocks over the Net.”
EXHIBIT
4-3
A. J. DuBrin, Fundamentals of Organizational
4–12
Characteristics of Creative People
Knowledge
Have acquired a broad background of facts and
information needed to support creative problem
solving when combining ideas and things in new
and different ways.
A. J. DuBrin, Fundamentals of Organizational
4–13
Characteristics of Creative People
(cont’d)
Intellectual Abilities
Are bright but not brilliant;
possessing creative intelligence.
Are good at generating and
choosing alternatives (thinking
divergently/convergently).
Are youthfully curious and
empathetic to others.
Creatively use both fluid and
crystallized intelligence.
A. J. DuBrin, Fundamentals of Organizational
4–14
Characteristics of Creative People
(cont’d)
Personality
Have a positive self-image; not blindly self-confident.
Able to cope with criticism of their ideas.
Can tolerate the isolation necessary for developing ideas.
Are frequently nonconformists and
do not need strong approval from
the group.
Are persistent in carrying through
on an idea.
Can deal with ambiguity and chaos.
A. J. DuBrin, Fundamentals of Organizational
4–15
Conditions Necessary for Creativity
Internal factors affecting creativity:
Expertise
The necessary knowledge to put facts together.
Creative-thinking skills
The flexibility and imagination with
which individuals approach problems.
Motivation
A fascination with or passion for the the task is important
for maximizing creativity.
The experience of flow
– Total absorption and intense concentration (being “in the zone”)
make the task worth doing regardless of the consequences.
A. J. DuBrin, Fundamentals of Organizational
4–16
Conditions Necessary for Creativity
(cont’d)
External factors affecting creativity:
External factors affecting creativity:
An environmental need that stimulates goal setting
“Necessity is the mother of invention.”
Conflict and tension that put people on edge
Creating situations that require flexibility and imagination
in the way in which individuals approach problems.
Encouragement
Establishing a permissive
non-punitive environment
that welcomes new ideas
and original thinking.
A. J. DuBrin, Fundamentals of Organizational
4–17
Enhancing and Improving Creativity
Creative problem solving requires:
Overcoming traditional
ways of thinking by breaking
down the rigid thinking that
blocks new ideas
Encouraging creative persons
to “think outside the box.”
A. J. DuBrin, Fundamentals of Organizational
4–18
Techniques for Enhancing Creativity
Brainstorming:
Use groups of five to seven people.
Encourage spontaneous expression of ideas.
Gather the largest quantity and variety of of ideas to
increase the likelihood of a breakthrough.
Encourage combination and improvement of ideas.
Keep a record of ideas by
writing them down.
Do not overstructure the
session by following the
rules to rigidly.
A. J. DuBrin, Fundamentals of Organizational
4–19
Techniques for Enhancing Creativity
(cont’d)
Idea quotas
Demand that employees
come up with new ideas
on a regular basis.
Heterogeneous group
Form professionally and
culturally diverse groups
to bring various
viewpoints to problems at
hand and to develop
creative ideas.
Financial incentives
Offer monetary rewards for
suggestions and
implemented ideas.
Architecture and
physical layout
Remove structural barriers
to communication and
interaction to foster
creative thinking.
A. J. DuBrin, Fundamentals of Organizational
4–20