Decision-Making Biases and Pitfalls
We’ve all had experiences where we have been frustrated by a decision that our supervisor made. You have probably blamed this decision on your boss being “closed-minded,” “stubborn,” or “pigheaded.” But after reading the background materials you should be able to more precisely examine and define the precise decision-making biases or pitfalls that your supervisor made.
For this assignment, think of three bad decisions that your current or past supervisors made. For each decision, explain what bias discussed in the background materials likely led to this bad decision. You must use biases specifically discussed in Bolland and Fletcher (2012); Kourdi (2003); or Hammond, Keeney, and Raiffa (2008). For each of the three decisions, include:
A) A brief description of the decision and why you think it was a bad one
B) What kind of bias you think lead to this decision, and why
C) A reference to one of the background readings from this module
Finally, conclude your paper with a discussion about which of the three readings from the background materials would be most useful for your supervisor to read in order to help make better decisions and avoid biases. Explain why you think this reading would be more useful than the other two readings.
The paper should be 2–3 pages in length.
SLP Assignment Expectations
Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13 and 14 on in-text citations.
Lombardo, J. (2014). Common Biases and Judgment Errors in Decision Making Organizational Behavior. Education Portal https://www.youtube.com/watch?v=cAbdmV3VOwA
Now go through the following three readings to get a deeper understanding:
Bolland, E., & Fletcher, F. (2012). Solutions: Business problem solving. (Available from Trident Online Library. Read only the relevant chapters.)
Kourdi, J. (2011). Chapter 10: Avoiding the pitfalls and developing an action plan. Effective Decision Making: 10 Steps to Better Decision Making and Problem Solving. London: Marshall Cavendish International [Asia] Pte Ltd. [eBook Business Collection]
Hammond, J. S., Keeney, R. L., & Raiffa, H. (1998). The hidden traps in decision-making. Harvard Business Review, 76(5), 47-58. [Business Source Complete]
Trevis Certo, S., Connelly, B. L., & Tihanyi, L. (2008). Managers and their not-so rational decisions. Business Horizons, 51(2), 113-119.