The part in this chapter that gives students the most difficulty is the rational choice decision-making process which is based on the rational choice paradigm of decision making. Maybe that sounds confusing. That kind of academic gobbledygook never gets easier, and I’ve been around it a long time. Essentially, it means the process highlighted in Exhibit 7.1 is based on a system of beliefs and assumptions (paradigm) that people make rational decisions. Well, if you’ve spent any time around people you probably have doubts about that “paradigm” just as I do.

According to this paradigm, the decision making process is all quite systematic. Think of it as a decision tree or trouble shooting guide. First comes step one, then two, then… Well, you get the point. Keep each step in order, and the common problems that can occur at each step. Another key is being able to distinguish between that hopelessly naïve paradigm’s assumptions and what OB researchers have observed in the “real world”. The differences are highlighted in Exhibit 7.2.

The next most problematic topic (for students) can easily be summed up with the following question, “Are more heads better than one when it comes to decision-making?” Typically, the answer is yes. It’s really a matter of playing the odds. The likelihood of problems occurring at one step or another in the decision-making process is reduced if a group of people are involved. The assumption is that people think and choose differently and independently. Many students don’t seem to have problems remembering the benefits, but tend to overlook the contingencies. These are what help us determine whether employee involvement is needed in the first place. Contrary to popular belief, sometimes employee involvement in the decision –making process is not always a good idea.

As for the creativity section, it is fairly straightforward, but it has some pitfalls. To avoid them, I would advise you to concentrate on the 4 stages highlighted in Exhibit 7.3, and the characteristics of creative people.