The purely rational decision–making model fails to include the influence of emotions on each of the stages recommended described in the process. Emotions help draw attention to decisions that need to be made, they help us assign values to goals and/or behavioral intentions, and they motivate us to focus energy on problem. Unfortunately, they can also lead us to impetuous, reactionary actions when we are overwhelmed with stress and anxiety. Recall that the fifth personality trait is Neuroticism. High levels of Neuroticism, when combined with unbalanced competing traits, can lead to various errors of judgment.
a) Assume that you work with four managers. Each has a different dominant personality trait as listed below. How would these differences affect the way each manager frames decision making situations? How would these differences affect the way they makechoices in the face of uncertainty? What types of decision–making errors would each manager tend to make under highly stressful conditions?
3. Openness to New Ideas and Experiences
b) This next question gets a little more complicated–consider it carefully. What types of situations are more likely to cause stress each of these managers? Do the same things cause stress for each one?
c) What has been your personal experience with these various personalities, as you have found them displayed in managers, friends, and family? Have these differences affected you decision making style?
P.S. We have discussed the biases based from heuristics in terms of decision errors throughout the course. This subject could be inetrvened. ( our textbook is The Psychology of Decision Making: People in Organizations (Foundations for Organizational Science) by Lee Roy Beach and Dr. Terry Connolly (Hardcover – Jan 12, 2005) )