دانلود کتاب تصمیم گیری درگیر

The idea that decisions can be made in a better way will not come as a surprise to many. In fact, plenty of people would agree that decisions – in particular those made by others – leave a lot of room for improvement. Some might even remember occasions on which their own decisions could have been better, in hindsight. In the last four decades, research has shown that people are prone to use quick ‘rules of thumb’ to make decisions in both eve­ryday life and the work environment, possibly resulting in biased decisions. Decision and behavioural scientists have spent a signifcant amount of time developing and testing strategies to help people make unbiased decisions. Unfortunately, there are situations in which even unbiased decisions do not achieve the expected results due to factors outside the individual decision maker’s control. Specifcally, in situations where stakes are high and informa­tion is limited, the actions of other parties can afect both the implementation and intended impact of a decision. This is why making decisions in such com­plex situations often calls for bringing together those with a stake in the out­come of the decision to work as a team and agree on what to do. An efective team takes advantage of its members’ diverse experience and knowledge to facilitate the generation of novel ideas and multiple alternatives, and increase members’ commitment to the fnal decision.

However, making a decision as a team does not always guarantee better results. Not only do teams sufer from some of the same biases as individuals, but team decision making can also introduce new challenges. A consider­able number of research studies suggest that teams fnd it difcult to manage confict or surface relevant information that team members possess. This is particularly noticeable for complex situations, where members are likely to have strong views about how to formulate the decision problem and which alternative should be chosen. If team discussions are inefective, dysfunc­tional team dynamics can arise and lead to errors in judgement or pressures to conform to a premature solution and, ultimately, a decision that nobody supports.

Part I starts with a focus on individual decision making and explains why the personal or work decisions we often make are sometimes suboptimal. We then move on to discuss team decision making and consider the reasons why making a decision as a team, despite its potential benefts, can be fraught with difculties. Finally, this part ends with a discussion of the potential role that designed interventions can play in improving team decisions.