Week Nine - Decision Making Processes

Some forms of decision making are:

The Normative Model

Those at the top of the hierarchical structure formulate the problem, develop a concept, detail their options, evaluate this detail, and then implement the best solution.

Satisficing

Finding a solution that will suffice rather than finding the optimal solution (which is time consuming).

Intuition

Using intuition in times when quick decision making is necessary.

Decisions are often made in small groups using the phase model of decision making (Miller 2009).  This involves getting to know each other and learning of the problem at hand (orientation), discussion of possible solutions (conflict), arriving at a consensus (emergence), and supporting of the decision by the whole group (reinforcement).  However, this model suggests there is always structure and logic used.

The worst thing that can happen in decision-making in small groups is groupthink.  This is when people in decision-making groups choose unanimity over discussing all and any problems to ensure the best decision is made (Callaway & Esser 1984).  The case study ‘The Cultural Tale of Two Shuttles’ (mentioned in week five) is a perfect example.  With the goal of launching on time and keeping the media/public happy, NASA ignored concerns, stereotyped those with concerns as unacceptable, and created an illusion of unanimity by suppressing doubts.

It has been suggested that participation in decision-making can improve job satisfaction (Jackson 1983).  This has led to two models:

Affective Model

This model suggests that the simple act of involving a subordinate in decision-making will boost their esteem and self-actualization needs (seen in Maslow’s Hierarchy of Needs – Week 4); therefore increasing satisfaction and productivity (Miller 2009).

Cognitive Model

This model stresses the importance of upward and downward flows of information by showing that subordinates (who are closer to the work) can give important information which affects decision-making.  Also, through the subordinates’ participation in decision-making, implementation of decisions becomes easier.

Participation in decision-making greatly reflects ideas of human relations and human resources approaches (week four) which aim to improve employee satisfaction and productivity.  However, as seen in the case study in week four, problems can arise in participative decision-making if employees feel their ideas will not be utilized, they are unsure that the extra effort is worth it (as shown in studies by Scott-Ladd & Marshall 2004), or don’t like to be doing what they consider to be the manager’s job.

This history and the linking of these approaches is important in understanding communication today.

References

Callaway, MR & Esser, JK 1984, ‘Effects of cohesiveness and problem-solving procedures on group decision making', Social behavior and personality, vol. 12, no. 2, pp. 157-164.

Jackson, SE 1983, 'Participation in decision making as a strategy for reducing job-related strain', Journal of Applied Psychology, vol. 68, no. 1, pp. 3-19.

Miller, K 2009, Organizational communication: approaches and processes, 6th ed, Wadsworth, Cengage Learning, Boston, MA.

Scott-Ladd, B, Marshall, V 2004, 'Participation in decision making: A matter of context?', Leadership & Organization Development Journal, vol. 25, no. 8, pp. 646-662.