DevelopingManagementSkills3
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Transcript of DevelopingManagementSkills3
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Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Chapter 3
Problem Solving and EthicsBarbara M Fowler
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The Challenge of Problem Solving
Problem Solving Myths– Taking action is better than standing by– Trust your gut– I know when I’m making a poor decision– Dividing an elephant in half makes two small
elephants– Ethics is not my problem– Ethical abuses are due to unethical people
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Why Smart People Make Bad Decisions
• Intuition – represents a collection of what we’ve learned
about the world, without knowing that we actually learned it
• Common for intuition to be influenced by unconscious biases
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Why Smart People Make Bad Decisions
• Inference – conclusion drawn about what we don’t know
based on things we do know
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Ladder of Inference
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Why Smart People Make Bad Decisions
• Fundamental attribution error – people tend to over attribute behavior to internal
rather than external causes
• Self-serving bias – people attribute personal success to internal
causes and personal failures to external causes
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Ways People Exercise Poor Judgment Without Knowing It
• Availability• Representativeness• Anchoring and Adjustment• Confirmation• Overconfidence• Escalation of Commitment
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Ways People Exercise Poor Judgment Without Knowing It
• Availability bias – things that are more readily available to us are
likely to be interpreted as more frequent or important
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Ways People Exercise Poor Judgment Without Knowing It
• Hasty generalization fallacy – people often draw inappropriate general
conclusions from specific cases because they do not realize that their specific example is not necessarily so in most cases
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Question?
What is the tendency is to collect evidence that supports rather than negates our intuition before deciding?
A. AnchoringB. AdjustingC. Confirmation biasD. Overconfidence bias
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Ways People Exercise Poor Judgment Without Knowing It
• Anchoring and adjusting– Different starting points lead to different end
results
• Confirmation bias – tendency is to collect evidence that supports
rather than negates our intuition before deciding
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Ways People Exercise Poor Judgment Without Knowing It
• Overconfidence bias – we posses some unique trait or ability that allows
us to defy odds, whereas others simply don’t have such a trait
• Escalation of commitment – people are likely to continue to invest additional
resources in failing courses of action even though no foreseeable payoff is evident
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Overcoming Judgment Biases
1. Confidence estimates2. Trial and error3. Healthy skepticism
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Best Defenses for Decision Biases
1. Do not jump to conclusions2. Do not assume a relationship is a cause3. Do not base your conclusion only on your
own experience4. Do not just look to support your case 5. Do not fall prey to overconfidence
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Question?
What type of decision is made when the most acceptable solution to a problem is chosen rather than the optimal one?
A. Bounded rationalityB. SatisfyingC. SatisficingD. PADIL
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Solving Problems Ethically and Effectively
• Bounded rationality – thinking and reasoning ability is constrained by the
limitations of our minds – It is impossible to consider simultaneously all
information relevant to any decision or problem
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Solving Problems Ethically and Effectively
• Satisficing – determining the most acceptable solution to a
problem rather than an optimal one
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A Problem Solving Framework
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PADIL
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A Problem Solving Framework
• Define and Structure the Problem– Be sure you are working on the right problem
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A Problem Solving Framework
How people solve the wrong problem precisely1. Picking the wrong stakeholders2. Framing the problem too narrowly3. Failure to think systematically4. Failure to find the facts
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A Problem Solving Framework
• Assess key stakeholders– Stakeholders – anyone who has a “stake” in the
problem or solution
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Vroom’s Problem Solving Approaches
• Decide• Consult individually• Consult group• Facilitate group• Delegate group
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Vroom Decision Factors
• Decision significance• Importance of commitment• Leader’s expertise• Likelihood of commitment• Employee support• Employee expertise• Employee competence
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Discussion Question?
Which is the most important decision factor?A. Decision significanceB. Importance of commitmentC. Leader’s expertiseD. Likelihood of commitment
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A Problem Solving Framework
Framing the problem correctly– Black or white fallacy • assumes that our choices are clear and limited to two
when in reality there may be many other choices
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A Problem Solving Framework
Thinking systematically– System • perceived whole whose elements “hang together”
because they continually affect each other over time and operate toward a common purpose
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Systems Approach
• Events• Patterns of behavior or trends• Systemic structure
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Systems Approach
• Mental models – prevailing assumptions, beliefs and values that
sustain the current systems
• Inquiry skills – understanding how to ask the right questions
about a problem
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Tools for Understanding the Problem Scope
• Affinity diagram• Is-Is not• Graphic displays• Generate creative alternatives
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Tools for Understanding the Problem Scope
Affinity Diagram1. Write the problem statement2. Allow each person to write as many potential
causes as possible3. Look for similarities in the ideas
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Tools for Understanding the Problem Scope
Graphic Displays– Histogram bar chart • allows for the display of data categories tracked against
some important standard
– Behavior over time chart (BOT)
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Generate Creative Alternatives
• Brainstorming• Brainwriting• Diversify participants• Use metaphors and analogies• Performance standards and feedback• Assume a “Perfect World”• Benchmarking
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Generate Creative Alternatives
• Benchmarking – organizational representatives trying to solve a
problem go to visit other organizations that are thought to have solved the problem successfully
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Characteristics of Good Alternatives
• Postponed evaluation• Stakeholder involvement• Organizational focus• Time implications• Effective
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Paralyzed by Choices
• Equifinality – condition in which different initial conditions lead
to similar effects
• Devil’s advocate – method for increasing debate and exploring a
problem from all the angles
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Implementing the Solution
• Implementing a solution involves others• Does not have to happen all at once• Often the scope of the problem is
underestimated or the problem is defined incorrectly
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Ethics: Making the Tough Choices
• Ethical commitment – level of desire to do what is right even in the face of
potential personal implications
• Ethical consciousness – developing an ability to understand the ramifications of
choosing less ethical courses of action
• Ethical competency – involves a thoughtful consideration of ethics in each stage
of the problem solving process
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Right vs. Right Scenarios
• Truth vs. loyalty• Individual vs. community• Short-term vs. long-term• Justice vs. mercy
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Fairness in Decision-Making
• Economics• Equality • Justice
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Justice
• Distributive justice – perceived when people view fairness of a
particular outcome• Procedural justice – perceived when the process used to make
decisions is fair• Interactional justice – perceived when people treat others respectfully
and explain decisions adequately
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Intensity of Ethical Issues
• Magnitude of consequences• Social consensus of good/evil• Probability of harm/benefit• Temporal immediacy• Proximity• Concentration of effect
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Making the Tough Choices
Moral imagination is the ability to:1. Step out of one’s situation and see the
possible ethical problems present2. Imagine other possibilities and alternatives3. Evaluate from an ethical new possibility one
has envisioned
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Rationalizations and Ethical Traps
• If it’s legal, it’s ethical• I was only trying to help• Everyone else
does it• It’s owed to me• As long as I don’t
gain
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Quick Tests of Your Actions
1. Is my action legal?2. Am I behaving fairly?3. Is my decision in line with my own values?4. Will others be negatively impacted?
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Test Your Ethics
• Use the self assessment at monster.com to test your business ethics
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