decision-making Archives | The OR Briefings

Tag Archives for " decision-making "

Team decision-making and communication preferences

Research Briefing

Keywords: decision-making, team, group, team decision-making, group decisionmaking, communication preferences, gender, team leader, leadership, altruism, trust, leader, leadership, emergent leader, appointed leader Teamwork usually comprises of a series of decisions of varying degrees of risk made on a daily basis by both the members of the team and/or the team leader. The level of risk […]

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How our learning ability and getting advice impacts decision-making

Research Briefing

Keywords: learning, learning ability, absorptive capacity, advice, expert advice, peer advice, decision-making, decisions When you think about the continual stream of decisions that people make in organisations on a day-to-day basis, the very fact that a decision is having to be made rather than the choice just being an habitual action, means that there is […]

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Is there a connection between performance management and business intelligence effectiveness?

Research Briefing

Keywords: business intelligence, performance management, decision-making, strategic decision making, artificial intelligence, data analysis Whilst many organisations make use of business intelligence systems for activities such as budgeting, operational and financial reporting, service analytics, performance reporting, market and sales analysis, for example, using business intelligence systems for management decision-making within the organisation is less common. More […]

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Wisdom may be catching. When wise people cluster

Research Briefing

Keywords: cooperation, wisdom, prisoner’s dilemma, defecting, decision-making The prisoner’s dilemma game has become a standard tool for examining cooperation and decision making in humans. The prisoner’s dilemma Two members of a criminal gang are arrested and imprisoned. Each prisoner is in solitary confinement with no means of communicating with the other. The prosecutors lack sufficient […]

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The Oxford Review Volume 3 Number 5 May 2018

The Oxford Review Volume 3 Number 5

In this month’s edition of The Oxford Review – Research Briefings about: What does ‘Evidence-Based practice readiness’ really mean and what predicts it? What are the best project management practices for ERP (enterprise resource planning) system projects? The problem of knowledge hiding in organisations: what causes it? The key role of wishful thinking in professional […]

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Why organisations are having problems using big data – research interview

The Oxford Review Podcast

More and more organisations are turning to big data to inform their decision-making. However, they are finding that all is not well when they try to use big data in this way and as a result frequently get disappointing results and end up abandoning the exercise or worse end up making bad decisions as a […]

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How to choose the best creative ideas

Research Briefing

Keywords: innovation, creativity, decision-making, choice making Broadly there are two processes involved in innovation. Firstly, creating the ideas and secondly choosing the best ideas to turn into products, services or processes. Virtually all of the research done on innovation and creativity looks at the processes of idea generation and how to develop creativity. Comparatively little […]

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Can design thinking approaches help to reduce cognitive decision-making biases?

Research Briefing

Keywords: Design thinking, decision-making, confirmation bias, projection bias, egocentric e Decision-making, or the process of selecting the best solution from several possible alternatives, is fraught with limitations which come about from the cognitive biases we humans impose on situations. Cognitive biases or “systematic patterns of deviation from rationality of judgement” create real challenges in strategic […]

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How to deal with cognitive bias in decision making

Research Briefing

Keywords: Decision-making, problem-solving, cognitive bias, leadership, team thinking Cognitive bias is probably responsible for more errors in decision-making by leaders than any other cause. Many studies have shown that cognitive bias often leads to irrational, ineffective and costly decisions in organisations. Cognitive bias has been found to be responsible for inaccurate assumptions, inadequate problem diagnosis […]

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