decision making and creativity

Decisions & Creativity 1

Decision-Making and Creativity

Jack F. Gowen, Sr.

Keiser University Graduate School

MBA 501 Organizational Behaviors

Professor: Dr. Kevin Cojanu

June 13, 2010


Decision-Making and Creativity

The purpose of this paper is to explore creative decision-making processes, both from my

personal job experience, and from an academic approach. I used to be an adult protective service

investigator. My position called for decision-making, concerning crucial safety; and life

changing issues, and recommendations that affected people’s life both positively, and negatively.

The author of our text defined decision-making; (The conscious process of making

choices among alternatives with the intention of moving toward some desired state of affairs).

(McShane & Von Glinow, 2010, p. 198)

The author of our textbook laid out for us “The Rational Choice Paradigm of Decision

Making, detailing the choices made in decision-making. My job as an adult protective service

investigator required logical decision-making, and reporting once all the available facts gathered

concerning the allegations made. (Determine validity of the allegation, and make

recommendations) My subjective approach used to assess the situation enabled an unbiased

approach, in order not to pre-judge the situation, and at times, my core values were in conflict

with the situation. My mandated response to the allegations required intervention within 24 hrs.

This meant decisions made based upon scratchy information. My ongoing investigation filled in

missing information from the original allegation. The investigations fact-finding center around

ruling out abuse, neglect, or exploitation. My investigation determined the validity of the

allegations made. The allegation were validated case plan was developed to address this issues.

(e.g., subjected expected utility) The case decisions normally made through supervisory review.


This addressed the type of intervention needed to rectify the situation. The opportunity for

constructive change required quick decision-making. The legally mandated regulations and

procedures established to protect vulnerable adults, guided decisions made.

The six-step process of the “Rational Choice Decision-Making Process” is outlined as the

following;

1. Identify problem or opportunity

2. Choose the best decision process

3. Develop alternative solutions

4. Choose the best alternative

5. Implement the selected alternative

6. Evaluate decision outcomes.

(McShane & Von Glinow, 2010, p. 199)

Each one of these guidelines for decision-making, followed to some degree, (e.g., maybe

not in that specific order always) in developing an alternate case plan to address the issue, with

hopefully positive results for all concerned. Much of the decisions making had to be made with

“intuition”, the time restraints doesn’t allow enough time to fully address the issue before

making a determination, and coming to a decision on a course of action. (McShane & Von

Glinow, 2010, p. 199.)

My involvement within the decision making process was paramount as the initial worker

responding to the allegation. Many times the situation needed a creative response choosing the

correct course of action necessary confirming the allegations of adult abuse. Many times the


resources (e.g., either monetary, or physical) were not available at that moment. My creative plan

of action sometimes was unconventional. (McShane & Von Glinow, 2010, p. 216)

My options called for utilizing all available resources at my disposal to assist in the

decision-making process. (e.g., co-workers, supervisors, stakeholders, etc.) If you are in the

position where you can think ahead and anticipate potential scenario’s that is the best way to

develop contingency plans. The job experience I addressed is not typical when compared to the

corporate environment. There will always be new unknown problem to deal with when making

abrupt decisions. There is no clear-cut remedy for rational decision-making processes. (McShane

& Von Glinow, 2010, p. 201)

The constraints on the effective use teams vary. You may not be in position to get all of

the team members together. There are technical solutions through conference calls, and go to

meetings web based services, to help address this issue. There may be such diversity of thought

and opinions, that this can hinder effective communication and coming to a mutually agreed

upon decision. The advantages of team decision making is the diversity of thought and

experience that can enhance the decision making process. Team decision making may take too

long to come up with a consensus. There is a clear inter-dependence between each team member,

because each one is depending upon another team member to help them in the decision making

process. The team dynamic trumps the concept of independent or autonomous decision-making.

There are times when decision-making process is more productive when working independently,

from the group. Many of our corporate structures are set up on the team-building concept. Unless

you are a lone ranger, and cannot fill comfortable within a team dynamic, this may limit your

options, and hinder your group’s ability to be creative. (McShane & Von Glinow, 2010, p. 236)


I have evaluated the influence of rational decision-making processes, and the influence it

has upon creativity from the individual, and team (group) dynamic perspective. It is important

that whenever you be faced with a dilemma which needs quick response, and decision making,

look to all available resources around at your disposal.


References

McShane Steven, L. & Von Glinow Mary Ann, (2010). Organizational Behavior:

Emerging knowledge, and Practice for the Real World: Fifth Ed. New York:

McGraw-Hill Irwin

decision making and creativity

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