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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. It could be either rational or irrational. The decision-making process is a reasoning process based on assumptions of ...
Vroom–Yetton decision model. The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.
Decision-making models. Decision-making as a term is a scientific process when that decision will affect a policy affecting an entity. Decision-making models are used as a method and process to fulfill the following objectives: Every team member is clear about how a decision will be made. The roles and responsibilities for the decision making.
Likert's management systems[1] are descriptions of management styles developed by Rensis Likert in the 1960s. He outlined four systems of management to describe the relationship, involvement, and roles of managers and subordinates in industrial settings. He based the systems on studies of highly productive supervisors and their team members of ...
Application. Vroom’s normative model of decision-making has been used in a wide array of organizational settings to help leaders select the best decision-making style and also to describe the behaviours of leaders and group members. [4] Further, Vroom’s model has been applied to research in the areas of gender and leadership style, [5] and ...
Situational leadership theory. Situational Leadership is the idea that effective leaders adapt their style to each situation. No one style is appropriate for all situations. Leaders may use a different style in each situation, even when working with the same team, followers or employees. Most models use two dimensions on which leaders can adapt ...
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]
Intuition in the context of decision-making is defined as a "non-sequential information-processing mode." [1] It is distinct from insight (a much more protracted process) and can be contrasted with the deliberative style of decision-making. Intuition can influence judgment through either emotion or cognition, and there has been some suggestion ...