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The fifth component refers to the defeat of the group leader to poor decision making in order to avoid making similar decisions in the future. There are several factors that may indicate the presence of the Abilene Paradox in the decision-making process: [4] Leaders who publicly do not fear the unknown. Such arrogance leads them to go along as ...
Approach-avoidance conflicts occur when there is one goal or event that has both positive and negative effects or characteristics that make the goal appealing and unappealing simultaneously. [3] [4] [5] For example, marriage is a momentous decision that has both positive and negative aspects. The positive aspects, or approach portion, of ...
Decision-making paradox: Selecting the best decision-making method is a decision problem in itself. Ellsberg paradox : People exhibit ambiguity aversion (as distinct from risk aversion ), in contradiction with expected utility theory.
Disagree and commit is a management principle that individuals are allowed to disagree while a decision is being made, but that once a decision has been made, everybody must commit to implementing the decision. Disagree and commit is a method of avoiding the consensus trap, in which the lack of consensus leads to inaction.
Regret aversion is not only a theoretical economics model, but a cognitive bias occurring as a decision has been made to abstain from regretting an alternative decision. To better preface, regret aversion can be seen through fear by either commission or omission; the prospect of committing to a failure or omitting an opportunity that we seek to ...
In the context of decision making, alignability can influence choices or the ability to make a similarity judgement of a potential option. [17] The alignment process enables a person to draw similarities and difference which impact their choice-supportive biases.
Decision fatigue is a phrase popularised by John Tierney, and is the tendency for peoples’ decision making to become impaired as a result of having recently taken multiple decisions. [ 5 ] Decision fatigue has been hypothesised to be a symptom, or a result of ego depletion . [ 6 ]
Tight-knit groups may appear to make decisions better because they can come to a consensus quickly and at a low energy cost; however, over time this process of decision-making may decrease the members' ability to think critically. It is, therefore, considered by many to be important to combat the effects of groupthink. [21]