After studying this chapter, students should be able to explain concepts related to creative problem solving and decision making, including listing the six steps in the decision-making model and describing differences between programmed and nonprogrammed decisions. The document provides frameworks for classifying problems, setting objectives and criteria, generating alternatives, and analyzing options. It also discusses techniques like brainstorming, cost-benefit analysis, and participative decision models.

1. Creative Problem Solving and Decision Making

7. Exhibit 3 – 1 ● The Decision-Making Model

12. Exhibit 3 –2 ● Decision Structure Continuum

14. Exhibit 3 –3 ● Continuum of Decision-Making Conditions

17. Exhibit 3 –4 ● Potential Advantages and Disadvantages of Using Group Decision Making

18. Exhibit 3 – 5 ● Continua for Classifying a Problem

23. Exhibit 3 –6 ● Stages in the Creative Process

24. Exhibit 3 –7 ● Group Decision-Making Techniques That Foster Creativity and Innovation

29. Exhibit 3 –8 ● Decision Tree

33. Exhibit 3 –9 ● The Kepner-Tregoe Method for Analyzing Alternatives *Indicates importance [on a scale of 10 (high) to 1 (low)] assigned to each criterion as a weight.

35. Exhibit 3 – 10 ● Continuum of Analysis Techniques

38. Participation Decision Styles Decide Consult Group Facilitate Delegate Consult Individuals

39. Source: Reprinted from Organizational Dynamics , Volume 28 (4), Victor H. Vroom, “Leadership and the Decision-Making Process,” p. 87, Copyright © 2000, with permission from Elsevier. Time-Driven The model is a decision tree that works like a funnel. Define the problem statement; then move from left to right and answer each question by responding either high (H) or low (L), skipping decisions that are not appropriate to the situation and avoiding crossing any horizontal lines. The last column indicates the appropriate leadership decision-making style for that situation. Exhibit 3 – 11 ● Participative Decision-Making Model

40. Source: Reprinted from Organizational Dynamics , Volume 28 (4), Victor H. Vroom, “Leadership and the Decision-Making Process,” p. 87, Copyright © 2000, with permission from Elsevier. Development-Driven Exhibit 3 – 11 ● Participative Decision-Making Model (cont’d)

41. Time-Driven versus Development-Driven Model Time-Driven Development-Driven Value Orientation Focus Making effective decisions through maximum development of group members Making effective decisions with minimum cost Emphasizes group development Emphasizes timely decision making Has a long-term horizon, as group development takes time Has a short-term time horizon