Study Guide for PAD3003 Exam TwoQuestions are taken from the book Public Administration: An Introduction, required videos, and lecture materials. The materials are all listed on the updated second syllabus under the Syllabus button that lists requirements.Week 8: Chapter 4 Public Decision Making1. What does it mean to say that people satisfice in decision-making?- Satisficing is a decision-making strategy or cognitive heuristic that entails searching through the available alternatives until an acceptability threshold is met.The term “satisfice” was introduced by Herbert A. Simon. Simon used satisficing to explain the behavior of decision makers under circumstances in which an optimal solution cannot be determined. He pointed out that human beings lack thecognitive resources to optimize: We can rarely evaluate all outcomes with sufficient precision, usually do not know the relevant probabilities of outcomes, and possess only limited memory. Simon formulated the concept within a novel approach to rationality, which takes into account these limitations.2. How is the rational model different from satisficing?- The “rational” approach is quantitative and derived from traditional economic theories- It assumes that the decision maker has all the information necessary to make a choice that uses the smallest possible input of scarce resources per unit of valued output- The ability to define goals clearly, rank preferences, gather and analyze data, and “maximize the utility value” of alternatives is paramount in efficient, rational decision making- This approach assumes that the decision making process is value-neutral- Rational model is based of quantitative economical theories whereas satisficing is based off of I believe qualitative, cognitive, non-numerical abilities. 3. What is Groupthink? How did Groupthink contribute to the Challenger accident?- According to Irving Janis, groupthink is specialized form of conformity. It occurs only in highly cohesive groups that operate in an environment where there is a feeling of security. The primary goal of this particular decision-making group isto maintain its power and cohesiveness. Groupthink is characterized by extreme conformity that gets I the way of any critical analysis. (PA, 162)- After the accident, there was a presidential Commission on the Space Shuttle Challenger Accident (or the Rogers Commission) to determine what happened and provide recommendations to ensure it did not happen again, and to promote overall safe procedures for space flights.- The Rogers Commission issues its report on June 9, 1986, six months after the accident.4. Why does the feeling of invulnerability in a group sometimes lead to groupthink?- Illusion of invulnerability: this refers to the groups overestimation of its worth. Members of the group share the belief that their group is special and that they willbe successful, regardless of whether they make more conservative or hazardous decisions. - Inclusiveness- all necessary interests are represented or at a minimum, approve of the discussion. 5. What are some ways that Groupthink can be prevented in an organization?- The leader of the group should avoid stating his or her preferences- The leader should designate a member of the group to serve as the devils advocate- Outside experts can also be used as devils advocates- Anonymity fosters truthfulness; therefore, the leader needs to give members of thegroup a means of voicing their opinions anonymously- The leader needs to create a culture where debate, critical analysis, and creativity are encouraged. (PA, 168-9)6. What does it mean to make a decision by consensus?- Consensus Decision Making: representatives of all the policy positions (the interests) agree on the option - Incomplete survey of alternatives- Incomplete survey of objectives- Failure to examine risks of preferred choice- Failure to reevaluate previously rejected alternatives- Inadequate information search- Failure to work out contingency plans.7. How would you define organized anarchy as March and Simon calls the process ofdecision making called the garbage can model?- The garbage can model claims that in ‘organized anarchy’, garbage can processes prevail i. Organized anarchy is defined as “organizations characterized by problematic preferences, unclear technology, and fluid participation.” (Cohen, March, and Olsen, 1972)- Normally we think decision-making as a process for solving problems. But this is often not the case- A major feature of the garbage can model is the partial decoupling of problems and choices; there are many situations in organizations that solutions are proposedbefore problems are identified, especially when organizations are faced with a great deal of ambiguity, conflicts, uncertainty, and variable environment- Thus, the garbage can model views decisions as the result of unique combinationsof people, problems, solutions, and choices of opportunities at a given time and place.- Organized Anarchies: organizations whose decision-making processes are highly ambiguous. They have unclear goals, work processes (technologies) that are imperfectly understood, organizational histories that are difficult to interpret (that is, exactly how did they evolve to this point?), and “participants that wander in and out.”- What’s the difference between “ambiguity” and “uncertainty?” (Indifference vs. ignorance or imprecision).- Kingdon’s “Multiple Streams” Model: i. Problem Stream – why do some problems get attention while others don’t?Largely, it’s the way policy makers learn about the problem. Indicators such as infant mortality rates, dramatic events such as terrorist attacks, andfeedback on existing programs are examples.ii. Policy Stream – ideas generated by “specialists” in “policy communities” “float around” in the “policy primeval soup” that have easy implementation are more likely to survive.iii. Politics Stream – comprised of the national mood, pressure group campaigns, and administrative or legislative turnover.- Another perspective of the Garbage Can Model:i. There are “policy entrepreneurs” (individuals, interest groups, etc.) who have an interest in certain solutions (i.e. – policies) and seek opportunities from which they can influence the adoption of those policies.ii. When they discover such a problem, they pull their preferred solution (policy) from the “garbage can” and attempt to influence
View Full Document
Unlocking...