Developing a process model of problem recognition

Article Abstract:

A three-stage model of problem recognition within an organizational setting describes such recognition as being either automatic or requiring further research. The stages involved in problem recognition processes are: (1) the gestation or latency stage, during which the problem is scanned, (2) the categorization stage, in which problems are determined to be urgent, persistent or actually not problematic, and (3) the diagnosis stage, in which the problem is defined, prioritized and possibly solved. Eleven propositions related to problem recognition are identified and discussed. The model developed can help individuals within organizations to understand their group's problem recognition process, which should in turn facilitate problem-solving techniques.

Management science, Models, Analysis, Management, Organizational effectiveness, Social groups, Group problem solving

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The escalation phenomenon reconsidered: Decision dilemmas of decision errors?

Article Abstract:

Organizational behavior research has described the 'escalation effect' as the tendency of organizations to become fixed on a course of action despite its better judgment. Frequently, escalation can cause managers to approve additional funding of an already failed project. In these situations, the recommitment of resources is motivated by the desire to bolster projects that appear to be failing. An alternative conceptual framework is developed. In this model, the recommitment of resources is driven by the dilemma that arises when the degree of commitment to a course of action conflicts with equivocal feedback on prior investments and uncertainty about future outcomes.

Psychological aspects, Decision-making, Decision making

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