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| Decision making | Decision making refers to making choices among alternative courses of action, including inaction. |
| Programmed decisions | Programmed decisions occur frequently enough that we develop an automated response to them. |
| Decision rules | Decision rules are automated responses to problems that occur routinely. |
| Nonprogrammed decisions | Nonprogrammed decisions are unique, nonroutine, and important. These decisions require conscious thinking, information gathering, and careful consideration of alternatives. |
| Strategic decisions | Strategic decisions are decisions that are made to set the course of an organization. |
| Tactical decisions | Tactical decisions refer to how things will get done. |
| Operational decisions | Operational decisions refer to those things that employees do each day to make the organization run. |
| Rational Decision Making Model | Rational Decision Making Model describes a series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice. |
| Decision criteria | Decision criteria are a set of parameters against which all of the potential options in decision making will be evaluated. |
| Alternatives | Alternatives refer to other possible solutions to a problem in a decision making process. |
| Analysis paralysis | Analysis paralysis describes a decision making process where more and more time is spent on gathering information and thinking about it but no decisions actually get made. |
| Bounded Rationality Model | Bounded Rationality Model recognizes the limitations of decision making processes. According to this model, individuals knowingly limit their options to a manageable set and choose the best alternative without conducting an exhaustive search for alternatives. |
| Satisficing | Satisficing refers to accepting the first alternative that meets minimum criteria. |
| Intuitive Decision Making Model | Intuitive Decision Making Model refers to arriving at decisions without conscious reasoning. The model argues that in a given situation, experts making decisions scan the environment for cues to recognize patterns. |
| Premortem | Premortem is a way to imagine what might go wrong and avoid it before spending a cent or having to change course along the way. |
| Creativity | Creativity is the generation of new ideas that are original, fluent, and flexible. |
| Fluency | Fluency refers to the number of ideas a person is able to generate. |
| Flexibility | Flexibility refers to how different the ideas are from each other. If individuals are able to generate several unique solutions to a problem, they are high on flexibility. |
| Originality | Originality refers to how unique a person's ideas are |
| Brainstorming | Brainstorming is a process of generating ideas that follow a set of guidelines which include not criticizing ideas during the process, the idea that no suggestion is too crazy, and building on other ideas (piggybacking). |
| Idea quotas | Idea quotas refer to a set number of ideas a group must reach before they are done with brainstorming. |
| Wildstorming | Wildstorming is a variation of brainstorming where the group focuses on ideas that are impossible and then imagines what would need to happen to make them possible. |
| Overconfidence bias | Overconfidence bias occurs when individuals overestimate their ability to predict future events. |
| Hindsight bias | Hindsight bias is the opposite of overconfidence bias as it occurs when looking backward in time where mistakes seem obvious after they have already occurred. |
| Anchoring | Anchoring refers to the tendency for individuals to rely too heavily on a single piece of information. |
| Framing bias | Framing bias refers to the tendency of decision makers to be influenced by the way that problems are framed. |
| Escalation of commitment | Escalation of commitment occurs when individuals continue on a failing course of action after information reveals it may be a poor path to follow. |
| Groupthink | Groupthink is a group pressure phenomenon that increases the risk of the group making flawed decisions by leading to a reduction in mental efficiency, reality testing, and moral judgment. |
| Nominal Group Technique | Nominal Group Technique is a technique designed to help with group decision making by ensuring that all members participate fully. |
| Delphi technique | Delphi technique is a group process which utilizes written responses to a series of questionnaires instead of physically bringing individuals together to make a decision. |
| Majority rule | Majority rule refers to a decision making rule where each member of the group is given a single vote, and the option which receives the greatest number of votes is selected. |
| Consensus | Consensus is a decision making rule that groups may use when the goal is to gain support for an idea or plan of action. This decision making rule is inclusive, participatory, cooperative, and democratic. |
| Group Decision Support Systems | Group Decision Support Systems are interactive computer-based systems that are able to combine communication and decision technologies to help groups make better decisions. |
| Knowledge Management Systems | Knowledge Management Systems refer to systems for managing knowledge in organizations, supporting creation, capture, storage, and dissemination of information. |
| Decision trees | Decision trees are diagrams where answers to yes or no questions lead decision makers to address additional questions until they reach the end of the tree. |
