S. This decision triggered the Missile Crisis in Cuba and many global leaders feared the possibility of a nuclear war (Blight & Kornbluh, 2007).
Focalism / focusing illusion played a part in this failure
As evidenced above, Kennedy's reign offers potent examples of the psychological theory about flawed focusing illusion (group decision-making). Because the group culture overruled the internal agreement, members became unrealistic. In this case, the products of focusing illusions played a part in the failure of the invasion. President Kennedy's poor decision-making practices led to insufficient solutions to the issues of the invasion. Because the president and his advisors limited their discussions to few alternative courses of action, they disregarded further consideration of alternatives, which could have been worthy to the course. The team ignored all viable solutions to issues, often overlooking better solutions. They failed to re-examine the original course of action, which had been preferred by the majority after the president learnt of drawbacks and risks...
Secondly, the manager should consider calculating an expected value for every concluded branch, then each probable node and every decision node as a simple means of identifying expected values for each decision alternative. While the expected value is equal to the payoff, it is also the product of its probability and payoff. Due to its results, the expected value rule is regarded as the most reliable way of judgment in
Judgment in Managerial Decision Making: Availability, representativeness, and affect heuristics The availability heuristic can best be summed up 'if it is not worth being remembered, it is not important.' In short, if a problem is available (i.e., preoccupying the manager) it is assumed to be more important than one which is not. Sometimes dealing with immediate problems are necessary, such as when managing a crisis or during an organization's busy season. However,
Some of that came from the sunk costs, but much of it also came from the escalation of commitment between the countries, as well (Beniada, 2006). In other words, if there are two entities working on a project and one of them says it will not back down and will finish the project, the other entity will often do the same to save face and to keep its commitment.
Judgment in Managerial Decision Making Almost everyone has, at some point, been a victim of groupthink -- perhaps by thinking of speaking up in a meeting, and then deciding not to, so as not to appear unsupportive of the team's stand. Although such occurrences are quite common, and may appear quite normal, they are indicative of faulty thinking. Groupthink is, in basic terms, "a phenomenon that occurs when the desire for
To this end, synergy can be likened to economies of scope, whereby the quality of decisions reached goes up with the inclusion of more minds (Nelson & Quick, 2012). Information-sharing is based on the idea that every individual possesses some unique information besides that which is known by everyone (Nelson & Quick, 2012). When several individuals come together in a group, they consolidate these unique pieces of information, creating
Judgment in Managerial Decision Making Linear Decision Making Linear decision making works by looking at, essentially, a "straight line of choices" that involves picking one option even when the future options cannot be seen. This is important to consider, because it allows a person to address a potential issue in a way that requires careful thought. As the person moves down the line of choices, he or she has to decide each
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