Topics: Decision Making And Creativity After Studying This W

Topicsdecision Making And Creativityafter Studying This Week Your St

Topics · Decision Making and Creativity After studying this week, your students should be able to: · Explain the factors that influence perception. · Describe attribution theory. · Explain the link between perception and decision making. · Contrast the rational model of decision making with bounded rationality and intuition. · Explain how individual differences and organizational constraints affect decision making. · Contrast the three ethical decision criteria. · Describe the three-stage model of creativity. Assignments : Discussion: What are the factors that influence our perception? What is the link between perception and decision making? How do individual differences and organizational constraints influence decision making? 2 pages. APA style. At least two references

Paper For Above instruction

Perception plays a pivotal role in our decision-making processes, as it shapes how we interpret and respond to the information we encounter in our environment. Several factors influence perception, including sensory stimuli, past experiences, cultural backgrounds, and cognitive biases. Sensory stimuli are the immediate sensory inputs from our environment that our brain interprets, but these are often subject to distortion by personal biases and previous experiences. For example, cultural differences can influence how individuals perceive behaviors or symbols, leading to varied interpretations of the same event (Lindsey & Norman, 2017). Past experiences, stored as mental schemas, guide our expectations and can either facilitate or hinder accurate perception. Cognitive biases, such as confirmation bias or stereotyping, further distort perception, leading to flawed decision-making processes.

The link between perception and decision making is profound, as perception essentially filters the information that informs our choices. If perception is biased or inaccurate, the decisions based on that perception are likely to be flawed, leading to suboptimal organizational outcomes. For instance, ethnocentric perceptions of competitors can influence strategic decisions negatively, emphasizing the importance of objective perception in managerial roles (Bazerman & Moore, 2013). Accurate perception enables better assessment of options and risks, fostering sound decisions in both personal and organizational contexts.

Individual differences, such as personality traits, cognitive styles, and emotional intelligence, significantly influence decision-making. For example, individuals with high openness to experience may be more receptive to new ideas, leading to more creative and innovative decisions (McCrae & Costa, 2008). Conversely, organizational constraints—including structural hierarchy, resource limitations, and organizational culture—also shape decision-making processes. Rigid hierarchies may inhibit input from lower levels, reducing the quality of decisions, while resource constraints can limit feasible options, forcing decision-makers to select suboptimal solutions (Eisenhardt & Zbaracki, 1992).

Understanding decision-making models is crucial in organizational settings. The rational model assumes individuals are logical and fully informed, making optimal decisions by systematically analyzing available options. However, real-world decision-making is often bounded by rational constraints—limited information, cognitive limitations, and time pressures—leading to bounded rationality. Herbert Simon introduced this concept, highlighting that decision-makers satisfice rather than optimize, settling for a solution that is good enough (Simon, 1972). Additionally, intuition plays a role; experienced decision-makers often rely on gut feelings to make rapid choices when time or information is limited, which can sometimes lead to better outcomes in uncertain environments.

Ethical decision-making is integral to responsible management. The three primary ethical decision criteria include utilitarianism, which emphasizes the greatest good for the greatest number; rights, which focus on respecting individual rights; and fairness or justice, which seeks equitable treatment of all stakeholders (Trevino & Nelson, 2016). Effective organizations often balance these criteria, recognizing that ethical dilemmas can involve conflicting principles. For example, pursuing profit (utilitarianism) may sometimes compromise individual rights or fairness, necessitating nuanced judgments.

The process of creativity can be understood through the three-stage model: preparation, incubation, and illumination. In the preparation stage, individuals gather relevant knowledge and skills related to a problem. During incubation, unconscious thought processes lead to new connections and ideas, often occurring when individuals are not actively focused on the problem. The illumination stage involves the emergence of a creative insight or solution, which is often followed by verification and refinement (Wallas, 1926). This model emphasizes that creativity is often a non-linear process that requires both conscious effort and subconscious processing.

In conclusion, perception substantially influences decision-making by filtering and interpreting environmental information, with various factors contributing to perceptual biases. Understanding the link between perception and decision-making highlights the importance of objective perception in organizational success. Individual differences and organizational constraints further shape decision processes, primarily through cognitive traits and structural limitations. Recognizing different decision models—rational, bounded rationality, and intuitive—allows managers to adapt their strategies accordingly. Ethical considerations are central to responsible decision-making, and the three-stage model of creativity offers insights into fostering innovation. Overall, integrating these concepts enhances decision-making efficacy within organizations, promoting better outcomes and ethical integrity in business practices.

References

• Bazerman, M. H., & Moore, D. A. (2013). Judgment in Managerial Decision Making. Wiley.
• Eisenhardt, K. M., & Zbaracki, M. J. (1992). Strategic decision making. Strategic Management Journal, 13(S2), 17-37.
• Lindsey, D., & Norman, S. (2017). Human Factors and Ergonomics. CRC Press.
• McCrae, R. R., & Costa, P. T. (2008). The NEO Personality Inventory-Revised (NEO-PI-R). Psychological Assessment Resources.
• Simon, H. A. (1972). The sciences of the artificial. MIT Press.
• Trevino, L. K., & Nelson, K. A. (2016). Managing Business Ethics. Wiley.
• Wallas, G. (1926). The Art of Thought. Harcourt Brace.