1. RATIONAL DECISION MAKING MODEL 1. RECOGNIZE, DEFINE PROBLEM OPPORTUNITY

2. RATIONAL DECISION MAKING MODEL GATHER “RELEVANT” INFO DIAGNOSE CAUSE(S) ASSUMPTIONS! BE AWARE OF THEM UNDERSTAND THEM

3. REARRANGE “NEW DOOR” TO MAKE ONE WORD.

4. IN WHAT ORDER ARE THESE NUMBERS? 854917632

5. PROBLEMS WITH DEFINING PROBLEM TASK INSTRUCTIONS PERCEPTIONS “EXPERIENCE” “MENTAL SETS” JUDGEMENTAL

6. PROBLEMS WITH DEFINING PROBLEM (CONT’D) “SOLUTION MINDED” NOT ENOUGH INFORMATION NOT ENOUGH TIME CONFUSING PROBLEM AND CAUSE(S) INITIAL “SUCCESS/FAILURE”

7. PROBLEMS WITH DEFINING PROBLEM (CONT’D) LIMITED/BOUNDED RATIONALITY –LIMITED CAPACITY/CAPABILITY –SATISFICING –SEQUENTIAL ATTENTION –BARGAINING “BEHAVIORAL MODEL”

8. RATIONAL DECISION MAKING MODEL 2. DEVELOP ALTERNATIVES 3. EVALUATE ALTERNATIVES –UNDERSTAND CONSEQUENCES

9. RATIONAL DECISION MAKING MODEL 4. CHOOSE (DECIDE) 5. IMPLEMENT 6. EVALUATE, CONTROL

10. TYPES OF DECISIONS PROGRAMMED –REPETITIVE –ROUTINE –HANDLED WITH DEFINITE APPROACH

11. TYPES OF DECISIONS NON-PROGRAMMED –UNIQUE –NONRECURRING –HANDLED WITH CUSTOM RESPONSE

12. DECISION CONDITIONS CERTAINTY –100% SURE RISK –REASONABLE ESTIMATE OF PROBABILITY UNCERTAINTY –CANNOT EVEN ESTIMATE PROBABILITY

13. DECISION MAKING STYLES DELIBERATE/RATIONAL IMPULSIVE

14. DECISION MAKING TECHNIQUES INDIVIDUAL GROUP –BRAINSTORMING –NOMINAL –DELPHI

15. FOCUS STRATEGIC OPERATING TACTICAL

16. TOOLS MARGINAL ANALYSIS COST-BENEFIT EXPERIENCE EXPERIMENTATION

17. TOOLS MATHEMATICAL MODELS DECISION TREE CHARTS

18. I IIIIV II URGENT NOT URGENT IMPORTANT NOT IMPORTANT SETTING PRIORITIES

19. “WE SELDOME HAVE TIME FOR THE IMPORTANT BECAUSE WE ARE WORKING ON THE IMMEDIATE AND THE IMMEDIATE IS SELDOM THE IMPORTANT” - Peter Drucker