A) Decision makers are never satisfied with current conditions, so they more actively search for problems and opportunities.
B) It is much easier to discover blind spots in problem identification when listening to how others perceive the situation.
C) Employees can minimize problem identification errors by discussing the situation with colleagues and clients.
D) Decision makers are more motivated to consider other perspectives of reality.
E) Leaders require considerable willpower to resist the temptation of looking decisive.
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Multiple Choice
A) implementing the decision
B) rational maximization
C) postdecisional justification
D) confirmation bias
E) bounded rationality
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Multiple Choice
A) brings out less diverse perspectives.
B) tests ideas.
C) provides worst alternatives.
D) provides less valuable knowledge.
E) brings out weakened employee commitment.
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Multiple Choice
A) They lack the capacity and motivation to process a huge volume of information.
B) They lack complete and perfect information.
C) Decisions with many alternatives can be cognitively and emotionally draining.
D) Alternatives present themselves over time, not all at once.
E) It allows them to choose the alternative with the highest payoff.
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Multiple Choice
A) Decisions
B) Emotions
C) Values
D) Cognitive dissonance
E) Design thinking
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Multiple Choice
A) choose the best decision process.
B) develop possible choices.
C) select the choice with the highest value.
D) implement the selected choice.
E) evaluate the selected choice.
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Multiple Choice
A) the valence or expected satisfaction of each outcome.
B) the personal preferences of the decision maker.
C) the likelihood of employee commitment.
D) the impact on profitability.
E) competitor's reactions.
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Multiple Choice
A) they feel comfort in having closure to problem.
B) they prefer ambiguity rather than decisiveness.
C) it avoids the escalation of commitment problem.
D) it avoids problems of bounded rationality.
E) it helps in minimizing the biases caused by mental models.
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Multiple Choice
A) insufficient resources.
B) closed communication.
C) extreme time pressures.
D) a learning orientation.
E) a low level of job enrichment.
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True/False
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Multiple Choice
A) self-justification.
B) self-enhancement.
C) a decline of commitment.
D) prospect theory.
E) closing costs.
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True/False
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Multiple Choice
A) calculation of probability and valence.
B) rational selective denominator.
C) calculation of choice intensity and ambiguity.
D) implicit favorite model.
E) anchoring and adjustment heuristics.
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Multiple Choice
A) accurate mental models.
B) gut feelings.
C) rational choice.
D) confirmation bias.
E) external confirmation.
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Multiple Choice
A) human rule
B) ambiguity rule
C) re-design rule
D) tangible rule
E) creative process rule
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Multiple Choice
A) Choose the best decision process.
B) Discover possible choices.
C) Select the choice with the highest value.
D) Implement the selected choice.
E) Evaluate the selected choice.
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Multiple Choice
A) All emotional signals are intuition.
B) Intuition is purely an emotional experience.
C) Intuition exists after conscious rational analysis of a situation.
D) Mental models have no effect on intuition.
E) Intuition involves emotional experiences and rapid nonconscious analysis.
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Multiple Choice
A) mental models.
B) programmed decision making.
C) perceptual defense.
D) decisive leadership.
E) stakeholder framing.
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Multiple Choice
A) anchor and adjust.
B) use heuristics.
C) use the rational choice process.
D) maximize
E) make no decision.
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Multiple Choice
A) to choose an alternative that is good enough rather than the best.
B) for people to influence an initial anchor point.
C) to evaluate probabilities of an event or an object by how closely it resembles another event or object.
D) to estimate the probability of something occurring by how easily we can recall those events.
E) for decision makers to evaluate alternatives sequentially rather than comparing them all at once.
Correct Answer
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