In its simplest sense, decision-making is the act of choosing between two or more courses of action. It is worth taking your intuition into account, because it reflects your learning about life. It is, however, not always based on reality, only your perceptions, many of which may have started in childhood and may not be very mature as a result. Reasoning Reasoning is using the facts and figures in front of you to make decisions.
While this model allows for taking structured and informed decisions, it places serious limitations that sap the vitality of an organization. Such an information and knowledge based approach promotes consistent and high quality decisionsand reduces the risk and uncertainties associated with decisions.
The rational method infuses the decision-making process with discipline, consistency, and logic. It is a step-by-step approach that requires defining problem, identifying the weighing and decision criteria, listing out the various alternatives, deliberating the present and future consequences of each alternative, and rating each alternative on each criterion.
Such a sequential approach allows the decision maker to arrive at the optimal decision. The methodology caters to addressing complex issues by breaking it down into simple steps, and considering all aspects of the problem with all possible solutions before making a final decision. In the age of fast-paced changes, seizing the opportunity at the spur of the moment plays a big part in success, and the rational model does not live up to this task.
Moreover, delay in making and implementing a decision may result in dilution of the perceived benefit of such an alternative, for the benefits may accrue only when taken at that time.
As such, this model finds use mostly in making long-term and policy decisions rather than short-term or floor level operational decisions.
Rational decision-making is steeped in conservatism, and errs on the side of caution. Many a time, the company makes it big when managers or leaders follow their gut instincts to take a gamble and seize an opportunity.
Similarly, many times success depends on being the pioneer in the field, or the first to launch a new and untested product, which may find wide acceptance. Limiting decisions to analysis of available data may impede such approaches. The unavailability of past tends or information about such new products or opportunities causes rational decision makers to opt for more secure and conventional options.
Rational decisions are more structured and informed, but people making such decisions usually become unpopular, with the rank and file perceiving them as insensitive autocratic leaders. Over-reliance on the bottom line, with scant regard to human values, slowly but surely erodes the organization of its intellectual capital and resilience, sowing the seeds for its eventual destruction.
The fruits of rational decisions become apparent only in the long run, and the rank and file usually do not get to see immediate or tangible returns or benefits of the decision. This combined with the insensitivity to human emotions causes a negative perception. The rational model assumes that the decision maker has accurate information and knowledge of the situation, the underlying cause and effect relationships to evaluate various situations, and the necessary tools and competence.
This need not always remain the case. Very often the quantity, quality, accuracy, and integrity of information may be found wanting. Moreover, the reliance of scientific data to generate the most optimal choice works well in theory, but human ability has limits to gather, process, and understand all the information needed to optimize a decision outcome.
Such defects in information directly translate to a defect in the decision.
This model also assumes that conditions remain stable. The real world always remains in a constant state of flux and, very often, the information needed to make a decision either remains incomplete or keeps constantly changing, forcing the decision makers to improvise.Understanding the Rational Decision-Making Model.
When analyzing all the elements, factors and pressures of the decision-making process involving foreign relations, the most desired process to make the best plan of action, one hopes to follow the Rational Model.
Disadvantages The rational decision making process requires careful consideration and deliberation of data; this takes time, making this method unsuitable for quick-decisions. In the age of fast-paced changes, seizing the opportunity at the spur of the moment plays a big part in success, and the rational model does not live up to this task.
The very similar rational decision-making model, as it is called in organizational behavior, is a process for making logically sound decisions. This multi-step model and aims to be logical and follow the orderly path from problem identification through solution.
Rational decision making is a multi-step process for making logically sound. The Wrong Model. One disadvantage of mixing decision models is the risk of choosing the wrong model for making a particular decision. For example, military leaders rely heavily on rational/logical. In its simplest sense, decision-making is the act of choosing between two or more courses of action.
In the wider process of problem-solving, decision-making involves choosing between possible solutions to a problem.
Decisions can be made through either an intuitive or reasoned process, or a. The main disadvantages are that rational decision making is much slower than intuitive decision making and the desired outcomes are often not any better.
If you look into the research by Gary Klein on naturalistic decision-making (NDM), findings demonstrate that most often using a slow, methodical, rational approach to making a decision is no.