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Collective action problem. A collective action problem or social dilemma is a situation in which all individuals would be better off cooperating but fail to do so because of conflicting interests between individuals that discourage joint action. [1][2][3] The collective action problem has been addressed in political philosophy for centuries ...
t. e. Problem solving is the process of achieving a goal by overcoming obstacles, a frequent part of most activities. Problems in need of solutions range from simple personal tasks (e.g. how to turn on an appliance) to complex issues in business and technical fields. The former is an example of simple problem solving (SPS) addressing one issue ...
Decision-making can be regarded as a problem-solving activity yielding a solution deemed to be optimal, or at least satisfactory. It is therefore a process which can be more or less rational or irrational and can be based on explicit or tacit knowledge and beliefs. Tacit knowledge is often used to fill the gaps in complex decision-making ...
The garbage can model (also known as garbage can process, or garbage can theory) describes the chaotic reality of organizational decision making in an organized anarchy. [2] The model originated in the 1972 seminal paper, A Garbage Can Model of Organizational Choice, written by Michael D. Cohen, James G. March, and Johan P. Olsen. [1]
Cynefin framework. The Cynefin framework as revised. The Cynefin framework (/ kəˈnɛvɪn / kuh-NEV-in) [1] is a conceptual framework used to aid decision-making. [2] Created in 1999 by Dave Snowden when he worked for IBM Global Services, it has been described as a " sense-making device". [3][4] Cynefin is a Welsh word for 'habitat'. [5]
The prisoner's dilemma models many real-world situations involving strategic behavior. In casual usage, the label "prisoner's dilemma" may be applied to any situation in which two entities could gain important benefits from cooperating or suffer from failing to do so, but find it difficult or expensive to coordinate their activities.
t. e. Systems thinking is a way of making sense of the complexity of the world by looking at it in terms of wholes and relationships rather than by splitting it down into its parts. [1][2] It has been used as a way of exploring and developing effective action in complex contexts, [3] enabling systems change. [4][5] Systems thinking draws on and ...
Seven stages (1981) Soft systems methodology (SSM) is a powerful tool that is utilised to analyse very complex organisational and systemic problems, that do not have an obvious solution. The methodology incorporates seven steps to come up with a viable solution for the problem defined. The seven steps are;