A recent TheHuffingtonPost.com article, titled 7 ’tips’ to Become a Better Creative Problem-Solver by Ulli Appelbaum, disucsses intuitive ways to make more effective decisions. Appelbaum (2015) emphasizes the fact that there are several key biases a leader must overcome in order to come up with unique and effective decisions. Appelbaum includes a seven-step process leaders can use to aid in the development of creative ideas and solutions. The list of steps is as follows: becoming self-aware, detaching from the problem, using a framework/method as an aid, showing empathy, promoting diversity of ideas, focusing on the right idea stimulator, and expanding one’s own knowledge and experience (Appelbaum, 2015). Each of the steps discussed by Appelbaum
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In the article, these hindrances are called “biases” and several key types the author, Ulli Appelbaum, finds either most common or most destructive to creative decision making/problem solving are discussed. Some of these biases include confirmation, self-serving, belief, and framing bias (Appelbaum, 2015). Colquitt, LePine, and Wesson, like Appelbaum, mention several similar biases, like framing and self-serving, but also discuss topics such as bounded rationality, which is defined as “…the notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision.” (Organiztional Behavior , p. 255). Each source puts emphasis on certain types of hindrances, but both acknowledge that hindrances do exist and can effective a leader’s ability to make …show more content…
According to Colquitt, LePine, and Wesson, Tactic Knowledge “…is what employees can typically learn only through experience.” (Organiztional Behavior , p. 245). Appelbaum discusses this topic in his seventh tip which specifically talks about how expanding one’s marketing knowledge and experience can help substantially with decision making. According to Appelbaum “The more diverse marketing problems you have worked on…the more flexible and agile your thought processes will become.” (The Huffington Post, 2015). Appelbaum goes on to explain how a leader’s experience, or as Colquitt, LePine, and Wesson would say their Tactic Knowledge, act as a “short cut” and aids in the leader’s ability to make creative and effective
In the article, these hindrances are called “biases” and several key types the author, Ulli Appelbaum, finds either most common or most destructive to creative decision making/problem solving are discussed. Some of these biases include confirmation, self-serving, belief, and framing bias (Appelbaum, 2015). Colquitt, LePine, and Wesson, like Appelbaum, mention several similar biases, like framing and self-serving, but also discuss topics such as bounded rationality, which is defined as “…the notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision.” (Organiztional Behavior , p. 255). Each source puts emphasis on certain types of hindrances, but both acknowledge that hindrances do exist and can effective a leader’s ability to make …show more content…
According to Colquitt, LePine, and Wesson, Tactic Knowledge “…is what employees can typically learn only through experience.” (Organiztional Behavior , p. 245). Appelbaum discusses this topic in his seventh tip which specifically talks about how expanding one’s marketing knowledge and experience can help substantially with decision making. According to Appelbaum “The more diverse marketing problems you have worked on…the more flexible and agile your thought processes will become.” (The Huffington Post, 2015). Appelbaum goes on to explain how a leader’s experience, or as Colquitt, LePine, and Wesson would say their Tactic Knowledge, act as a “short cut” and aids in the leader’s ability to make creative and effective