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Ira Horowitz Depending upon one's perspective, the need to choose
among alternatives can be an unwelcome but unavoidable
responsibility, an exciting and challenging opportunity, a
run-of-the-mill activity that one performs seem ingly "without
thinking very much about it," or perhaps something in between. Your
most recent selections from a restaurant menu, from a set of jobs
or job candidates, or from a rent-or-buy or sell-or-Iease option,
are cases in point. Oftentimes we are involved in group decision
processes, such as the choice of a president, wherein one group
member's unwelcome responsibility is another's exciting
opportunity. Many of us that voted in the presidential elections of
both 1956 and 1984, irrespective of political affiliation,
experienced both emotions; others just pulled the lever or punched
the card without thinking very much about it. Arriving at either an
individual or a group decision can sometimes be a time consuming,
torturous, and traumatic process that results in a long regretted
choice that could have been reached right off the bat. On other
occasions, the "just let's get it over with and get out of here"
solution to a long-festering problem can yield rewards that are
reaped for many 1 ORGANIZATION AND DECISION THEORY 2 years to come.
One way or another, however, individuals and organiza tions somehow
manage to get the decision-making job done, even if they don't
quite understand, and often question, just how this was
accomplished."
Ira Horowitz Depending upon one's perspective, the need to choose
among alternatives can be an unwelcome but unavoidable
responsibility, an exciting and challenging opportunity, a
run-of-the-mill activity that one performs seem ingly "without
thinking very much about it," or perhaps something in between. Your
most recent selections from a restaurant menu, from a set of jobs
or job candidates, or from a rent-or-buy or sell-or-Iease option,
are cases in point. Oftentimes we are involved in group decision
processes, such as the choice of a president, wherein one group
member's unwelcome responsibility is another's exciting
opportunity. Many of us that voted in the presidential elections of
both 1956 and 1984, irrespective of political affiliation,
experienced both emotions; others just pulled the lever or punched
the card without thinking very much about it. Arriving at either an
individual or a group decision can sometimes be a time consuming,
torturous, and traumatic process that results in a long regretted
choice that could have been reached right off the bat. On other
occasions, the "just let's get it over with and get out of here"
solution to a long-festering problem can yield rewards that are
reaped for many 1 ORGANIZATION AND DECISION THEORY 2 years to come.
One way or another, however, individuals and organiza tions somehow
manage to get the decision-making job done, even if they don't
quite understand, and often question, just how this was
accomplished."
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