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MGS 4000 Test 2 Test

Enter the letter for the matching Answer
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1.
Problems with the recallability trap
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2.
How do we avoid the confirming evidence trap?
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3.
self-limiting behavior
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4.
Base rate trap?
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5.
commitment probability,
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Mind Stretch
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7.
Use mind grip to frame your initial problem/decision statement
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8.
The four elements of Vroom Jago
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Cons of individual decision making
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10.
Sunk Costs trap?
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11.
What is the Status Quo trap?
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12.
Pros and Cons of group decision making
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13.
Framing Trap?
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14.
Metaphorical Thinking
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Common Group decision errors
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Problem analysis begins with the deviation or problem statement and ends with the answer to the question:
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17.
The first step in creating a decision statement is to identify
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subordinate information
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19.
What are the hidden traps of decision making?
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20.
Problem Diagnosis
A.
Recall is based on vividness, recency and retrievability. Presumed associations can impact our assessment of the likelyhood of two event occurring together
B.
1)Individual or Group decision 2)Is the decision MT or MD driven? time v. development 3)Situational Variables? 4)What type of decision tree? TI TG DI DG?
C.
write down three sets of 2 words that best describe your problem or decision then choose the combination that best represents your prob or decis and use those words to write a restatement of the problem.
D.
why?
E.
We instinctively stay with what seems familiar. Thus we look for decisions that involve the least change. Breaking the status quo means taking action, and when we take action, we take responsibility, thus opening ourselves up to blame and regret
F.
play devils advocate or ask someone else to.Ask yourself; What's the strongest reason to make a different choice? The second strongest? The third?
G.
Pros: groups can generate more alternative solutions and can better defibe complex problems. Cons: groupthink can lead to incomplete definitions of problems, may only generate 1 or 2 clone type solutions, fail to reconsider alternatives, poor information
H.
The base rate fallacy, also called base rate neglect, is an error that occurs when the conditional probability of some hypothesis H given some evidence E is assessed without taking sufficient account of the "base rate" or "prior probability" of H.
I.
here you ask why is it necessary? Where should it be done? Who should do it? When should it be done? What should be done? How should it be done? These questions give you a broad understanding of the problem
J.
SI Do the subordinates have enough info to make a high quality decision?
K.
confirming evidence trap, sunk costs trap, framing trap,anchoring trap, Status quo, recallability trap, base rate trap
L.
mistakes based on heuristics and sensory misperceptions
M.
organizational culture,group dynamics, abilene paradox, group think, brainstorming,
N.
whether you are dealing with an entrepreneurial or disturbance problem
O.
use analogies or metaphors to put something you don’t know in terms you do know. Ask what is this situation like? This distortion can lead to new insights that can then be applied to our real problems
P.
CP Will my subordinates be committed to the decision I make?
Q.
What triggered the event? Constraints? Essential elements? What decisions affect this one? workable scope? Insight from others? iterative process-as u gain more info
R.
The way you fram a question can profoundly influence the answer or decision
S.
We tend to make choices in ways that justify past decisions, even when the latter no longer seem valid. This frequently occurs when we’re unwilling, consciously or not, to admit a mistake.
T.
, pulling yourself from participation out of a lack of interest or because you don't see a payoff
Type the Question that corresponds to the displayed Answer.
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21.
Abilene paradox is a paradox in which a group of people collectively decide on a course of action that is counter to the preferences of any of the individuals in the group. It involves a common breakdown of group communication in which each member mistake
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22.
we belive that we recall frequent events more easily than infrequent ones and likely events more easily than unlikely events
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23.
1)individual analysis 2)RR share idea w/group-no critique 3)each member writes down analysis -to be sure of details 4)discussion q&a 5)vote and rank ideas to reach consensus
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24.
S-Substitute C-Combine A-Adopt M-Magnify or Modify P-Put to other uses E-Eliminate R-Rearrange or Reverse
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25.
may forget your idea as you are waiting for your turn to speak
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26.
LI Do I have enough info to make a high quality decision?
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27.
CO Is conflict among subordinates over preferred solutions likely?
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28.
ST Is the problem well structured?
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29.
reverse cause and effect or replace key words with antonyms in order to trigger insight
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30.
GC Do the subordinates share share the organizational goals?

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