Individual decision making: implications for decision training in TQM

Abstract

This paper questions whether a decision making approach based on rational processes is appropriate considering recent developments in decision theory. The paper begins by comparing the behaviour of managerial decision makers with the expected behaviour of newly empowered employees in TQM programs. Whereas the complexity and diversity of managerial decision making is well recognised, training programs for newly empowered employees emphasise the objective use of data and rational decision strategies within a team context. This paper suggests other decision making strategies should also be included in training programs and reviews the research basis for this. The conclusion is that training for individuals which is limited to the normative models advocated within TQM ignores evidence which suggests that other decision strategies can be just as effective and that these may need to be addressed. Indeed, training in rational models may encourage newly empowered employees to discontinue their present adaptive behaviour.

Citation

Hartmann, L.C. and Patrickson, M. (1998), "Individual decision making: implications for decision training in TQM", International Journal of Quality & Reliability Management, Vol. 15 No. 6, pp. 619-633. https://doi.org/10.1108/02656719810226537