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In negotiation theory, the best alternative to a negotiated agreement (BATNA) is the most advantageous alternative course of action a party can take if negotiations fail and an agreement cannot be reached.
Janis defines groupthink as “the mode of thinking that persons engage in when concurrence-seeking becomes so dominant in a cohesive in-group that it tends to over-ride realistic appraisals of alternative courses of action.” [3] In a subsequent article, he elaborates on this by saying: “I use the term "groupthink" as a quick and easy way to refer to a mode of thinking that people engage ...
This idea seems to relate quite well with the basic principles of groupthink, which is a mode of thinking that people engage in when they are deeply involved in a cohesive group, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.
Sample flowchart representing a decision process when confronted with a lamp that fails to light. In psychology, decision-making (also spelled decision making and decisionmaking) is regarded as the cognitive process resulting in the selection of a belief or a course of action among several possible alternative options.
The strategist must have a great capacity for both analysis and synthesis; analysis is necessary to assemble the data on which he makes his diagnosis, synthesis in order to produce from these data the diagnosis itself—and the diagnosis in fact amounts to a choice between alternative courses of action." [17]
It aims to minimize environmental harm by comparing multiple potential solutions in the context of a specific problem, design goal, or policy objective. It is intended to inform decision-making in situations with many possible courses of action, a wide range of variables to consider, and significant degrees of uncertainty.
Action e-Learning provides a viable alternative for organizations interested in adapting the action learning process for online delivery with groups where the members are not co-located. [15] Robert Kramer pioneered the use of Action Learning for officials in the United States government, and at the European Commission in Brussels and Luxembourg.
Cost–benefit analysis (CBA), sometimes also called benefit–cost analysis, is a systematic approach to estimating the strengths and weaknesses of alternatives.It is used to determine options which provide the best approach to achieving benefits while preserving savings in, for example, transactions, activities, and functional business requirements. [1]