Myers-Briggs Type Indicator.
Because they do not have sufficient information to make fully-informed judgments.
Makes assumptions that the interpreted data is accurate.
Step-by-step reasoning that can lead to better results based on reality.
(a) Execution of decision and (b) Determining if the hypothesis was right.
To weigh psychological preferences in how people perceive the world and make decisions.
They settle for limited rationality in decisions.
For decisions of small significance where time is a major constraint or alternatives are similar.
They are both irrational and biased, making decisions based on intuition before evaluating alternatives.
An outgoing, socially confident individual who builds networks and connections.
To evaluate the decision's effectiveness based on results produced.
The best alternative selected after identifying an implicit favorite.
Process of Abstraction.
Beliefs.
The decision-maker reflects on findings from the Observe phase and analyzes the information.
Observe.
A hypothesis predicting the best course of action.
It serves as an alternative that appears similar to the implicit favorite and is shortlisted for comparison.
A planned and organized approach to life, wanting things settled.
It is used when the decision maker lacks enough time or information to follow the full rational decision-making model.
It aids decision makers in explaining thoughts, increases awareness of others' thinking, and opens communication.
It helps ensure actions and decisions are based on reality and understand others' decisions.
To lead to decision-making capabilities based on the analyzed information.
Reality and facts.
Selects relevant data and discards irrelevant data.
To identify the problem and gain an overall understanding of the internal and external environment.
To use objective data and a formal process of analysis.
It saves mental energy and resources, especially under time and cost constraints.
Feasibility, acceptability, desirability, along with time and cost constraints.
To decide their merit and discard those that do not meet the set criteria.
Sufficient data to solve the problem without causing delays.
Colonel John Boyd, a military strategist and member of the United States Air Force.
They prefer a flexible and spontaneous approach and want to keep their options open.
Drawing conclusions based on those assumptions.
Current organizational state, competitor's actions, and other relevant data.
The decision maker has full or perfect information about alternatives.
The tendency for people to examine possible solutions one at a time and stop searching once an acceptable solution is found.
Assumptions that guide the search for alternatives into areas with a high probability of success.
Selection of the best solution to address the problem.
How their mind subconsciously thinks and the steps that can lead to wrong conclusions.
They deal with ideas, look into the unknown, and consider future consequences.
It is the alternative chosen by the decision-maker that they believe is the best solution to a problem.
The stage where an individual adds meaning to selected data based on personal reasoning.
Beliefs reinforce the data selected and its interpretation, creating a positive feedback loop.
Feedback flows back and forth between the decision-maker and the situation at all stages.
Four preferences.
Social interface, data collection, decision-making preference, and decision-making style.
It shows that there are 16 different combinations of decision-makers based on 4 preferences with 2 alternatives each.
Developing Alternative Solutions.
It denotes their preferred process for arriving at decisions, based on Thinking (T) or Feeling (F).
It refers to how they prefer to organize their life, either through Perception (P) or Judgment (J).
To choose the best possible alternative expected to achieve the most optimal outcome.
The Classical model.
Spielberg in 1967.
Filtering, analyzing, and enriching the information collected in the Observe phase.
Execution of the selected course of action and allocation of optimal resources.
By comparing them against the perceived best decision, the implicit favorite solution.
The 'Z Model' for decision making.
It denotes an introvert, who is shy and prefers to focus on the inner world.
By using scientific rigor to validate a decision that has already been made intuitively.
It involves adopting decision rules that favor the implicit favorite solution and emphasizing its positive attributes.
They try to rationalize and justify their decision, even if the implicit favorite is only superior on a few dimensions.
Choosing a 'good enough' decision rather than the best possible one.
To bring one's best assumptions to the conscious level for examination and testing.
They identified implicit favorites early in the recruiting process but continued searching for alternatives.
The thinking process that leads an individual from a fact to a decision or action.
Extraversion (E) and Introversion (I).
It reaffirms the correctness of the decision and should be noted for future reference.
The human side or psychological preferences of people in addition to the facts.
They prefer to go with the flow and maintain flexibility in their approach.
Katherine Briggs and Isabel Briggs Myers.
Identify several possible solutions to the problem.
The decision-maker's genetic heritage, cultural tradition, and previous experience.
To maximize benefits and minimize costs.
Organizational psychologist Chris Argyris in 1970.
Identifying the Problem (Formulation of goals).
The way a decision-maker communicates and connects socially with others.
Choosing a course of action that is satisfactory or 'good enough' rather than the best possible solution.
The decision maker chooses an implicit favorite solution from available alternatives.
The outer world, managing interactions with others, things, or situations.
In situations that involve split-second decision-making.
It refers to how they process information and the type of information they choose to trust.
Sensing (S) and Intuition (N).
They decide based on values, personal beliefs, and the impact on others.
It prevents the decision maker from doing too much or too little to solve the problem.
Observe, Orient, Decide, Act.
They focus on facts and present information, taking in data through the five senses.
Through proper communication of decisions and securing acceptance from stakeholders.
Decision makers often rely on gut feelings and emotional intelligence.
By allowing decision makers to observe, orient, decide, and act quickly in response to a situation.
They decide based on logic and cause-and-effect analysis.
Decision makers must be agile and alert to respond effectively to rapidly changing situations.
