(See related pages)
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| availability heuristic | Tendency to base decisions on information readily available in memory. (See page(s) 117) |
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| bounded rationality | Constraints that restrict decision making. (See page(s) 117) |
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| brainstorming | Process to generate a quantity of ideas. (See page(s) 126) |
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| consensus | Presenting opinions and gaining agreement to support a decision. (See page(s) 125) |
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| creativity | Process of developing something new or unique. (See page(s) 120) |
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| Delphi technique | Process to generate ideas from physically dispersed experts. (See page(s) 127) |
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| escalation of commitment | Sticking to an ineffective course of action for too long. (See page(s) 119) |
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| ethics | Study of moral issues and choices. (See page(s) 128) |
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| groupthink | A cohesive group's unwillingness to realistically view alternatives. (See page(s) 123) |
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| judgmental heuristics | Rules of thumb or shortcuts that people use to reduce information processing demands. (See page(s) 117) |
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| leader trait | Personal characteristic that differentiates leaders from followers. (See page(s) 117) |
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| nominal group technique | Process to generate ideas and evaluate and select solutions. (See page(s) 127) |
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| optimizing | Choosing the best possible solution. (See page(s) 116) |
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| participative management | Involving employees in various forms of decision making. (See page(s) 124) |
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| rational model | Logical four-step approach to decision making. (See page(s) 116) |
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| representativeness heuristic | Tendency to assess the likelihood of an event occurring on the basis of impressions about similar occurrences. (See page(s) 117) |
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| satisficing | Choosing a solution that meets a minimum standard of acceptance. (See page(s) 117) |