Decision-Making Processes in the Workplace
The article mentions Daniel Kahneman without explaining much about him. We will get to know him much better in the next section when we start to think about thinking.
Sometimes the most well-structured decision-making processes go awry, not because
of the process itself, but because of the participants or the environment. This article shows us what can go wrong and how to get things back on track to meet
your TOR deliverables.
The article discusses obstacles to improved decision-making, including "cognitive limitations, heuristics and biases and individual inclinations". Heuristics are mental shortcuts individuals use to solve problems. These have great use, for instance, telling humans to run when they see a saber-toothed tiger without thinking too much about the decision. The choice of which cat to adopt from a shelter today may require less use of heuristics and more cognitive exercise.
Discussion
DMCy and DEM as Detectors of Individual Differences among Organizational/Work Variables
Some considerations need to be reported in relation to differences among participants and the relations found with DMCy and DEM. Consistent with literature on individual differences, where people with low decision-making competence are related to greater risk-taking, interpersonal strengths and difficulties, and high levels are considered as predictors of such real-world success, DMCy is positively related to job position. Managerial roles are often associated with good decision-making ability, mostly analytical, as evidence has showed. DMCy is also related to work experience. In the workplace, experienced workers reliance on less cognitively demanding strategies would possibly not always be a disadvantage, as these more straightforward strategies may lead to adaptive behaviors as a result of an equilibrium between individual potential and the demands of a job condition. The study has provided significant results related to the decision-making literature.
Another significant relation detected is between DEM and the number of supervised staff, where individuals which present such higher sensitivity to resources in decision-making are also in position of governing more personnel. This is in line with the theoretical definition of DEM which is expected to interact positively with job-resources such as the supervised staff, to accomplish performance targets. As for job resources like feedbacks or social rewards, the strength of these variables is intrinsically related to the sensitivity toward them and subsequently on decision-making processes which can positively impact on employee's co-working. Therefore, negative environments can be responsible for exhaustion and work disengagement especially in those individuals sensitive to the choice regulation processes dependent on work context.