What are the different types of decision -making models?
Decision -making models fall into two general categories defined as rational models of decision -making or intuitive decision -making models. These two wide categories provide variations to decide in any situation. The rational decision-making model includes the VROOM-JAGO system and the seven-speed process. Models of recognition decision -making are considered intuitive methods. Managers and leaders often combine rational and intuitive decision -making models when they face a problem or opportunity.
Rational decision -making models use a structured approach that is proper and logical. Listening to steps begins to identify a problem or situation, followed by the assembly of all facts and information necessary to create a solution. Furthermore, the data is analyzed on different ways to determine which action could achieve the desired result. The last step in rational decision -making includes negotiations with the preferred option and postponing adequate resources to work.
VROOM-JAGOManager to determine whether to decide independently or include colleagues. As for simple problems, the manager usually works alone. In other situations, he can talk to his co -workers independently to outline the situation but do not seek feedback. For more complicated problems, the manager could call a group meeting to get entry before the group achieves a consensus about a solution.
intuitive decision -making models are a subjective way to find a solution. It uses the feeling of intestines, knowledge and decisive calls. The manager could use his values, ethics and emotions along with past experience to solve the problem. The leaders commonly use this technique when the decision must be accepted quickly and there is not enough time to gather all the facts.
Heuristic decision -making is based on an intuitive model, with three subcategories defined as shortcuts when it is rare. Representative heuristicsIt means decision -making based on what seems familiar to. Heuristics Anchor uses the value system to quickly design solutions in an emergency situation. Heuristics of availability relies on memory and past experience, along with known facts to make the decision.
The recognition model helps the manager to learn to recognize patterns that can be mentally considered. He remembers experience in the past when a particular solution has worked and determines whether the same process can be effective in contemporary dilemma. As a person's experience grows, his ability to recognize patterns improves to make decision making more efficient.