scholarly journals Organizational Memory

2014 ◽  
pp. 206-223
Author(s):  
Isabel Ramos ◽  
Jorge Oliveira e Sá
Keyword(s):  
Decision Making ◽  
At Risk ◽  
Problem Solving ◽  
Business Intelligence ◽  
Organizational Memory ◽  
Collective Knowledge ◽  
Turbulent Environment ◽  
The Real

Nowadays, the major challenge to organizations managers is that they must make appropriate decisions in a turbulent environment while it is hard to recognize whether information is good or bad, because actions resulting from wrong decisions may place the organization at risk of survival. That is why organizations managers try to avoid making wrong decisions. In order to improve this, managers should use collective knowledge and experiences shared through Organizational Memory (OM) effectively to reduce the rate of unsuccessful decision making. In this sense, Business Intelligence (BI) tools allow managers to improve the effectiveness of decision making and problem solving. In the light of these motivations, the aim of this chapter is to comprehend the role of BI systems in supporting OM effectively in the real context of a crowdsourcing academic initiative called CrowdUM.

Organizational Memory

2019 ◽  
pp. 1369-1386
Author(s):  
Isabel Ramos ◽  
Jorge Oliveira e Sá
Keyword(s):  
Decision Making ◽  
At Risk ◽  
Problem Solving ◽  
Business Intelligence ◽  
Organizational Memory ◽  
Collective Knowledge ◽  
Turbulent Environment ◽  
The Real

Nowadays, the major challenge to organizations managers is that they must make appropriate decisions in a turbulent environment while it is hard to recognize whether information is good or bad, because actions resulting from wrong decisions may place the organization at risk of survival. That is why organizations managers try to avoid making wrong decisions. In order to improve this, managers should use collective knowledge and experiences shared through Organizational Memory (OM) effectively to reduce the rate of unsuccessful decision making. In this sense, Business Intelligence (BI) tools allow managers to improve the effectiveness of decision making and problem solving. In the light of these motivations, the aim of this chapter is to comprehend the role of BI systems in supporting OM effectively in the real context of a crowdsourcing academic initiative called CrowdUM.

Taking Back Teaching: The Professionalization Work of Teacher Activist Organizations

2022 ◽  
pp. 002248712110707
Author(s):  
Nicole Mittenfelner Carl ◽  
Amanda Jones-Layman ◽  
Rand Quinn
Keyword(s):  
Decision Making ◽  
Collective Knowledge ◽  
Teacher Activism ◽  
Future Studies ◽  
Teacher Professionalization ◽  
Educational Decision ◽  
Accountability Movement ◽  
Educational Decision Making ◽  
Activist Organizations

We contribute to the teacher activism literature an understanding of how activist organizations support professionalization processes. We examine how teachers’ involvement in a local activist organization counteracts the de-professionalizing reforms of the standards and accountability movement and fosters the professionalization of teaching. Our findings suggest that the structures of the activist organization provide opportunities for teachers to create and maintain collective knowledge for curricula and practice, sustain their professional commitments to social justice, and build confidence that promotes voice in educational decision-making. We discuss implications for teacher professionalization and identify the need for future studies on the role of teacher activist organizations on teachers, teaching, and the profession.

Diversity Training in Organizations

2014 ◽  
pp. 1151-1165
Author(s):  
David McGuire ◽  
Nicola Patterson
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Culturally Diverse ◽  
Diversity Training ◽  
Individual Identity ◽  
Multicultural Teams ◽  
Line Managers ◽  
Hierarchical Levels ◽  
Valuing Diversity

Diversity training is an area of growing interest within organizations. As organizations and society become more culturally diverse, there is a need to provide training across all hierarchical levels to make individuals more aware of and sensitized to elements of difference. Managing and valuing diversity is becoming increasingly important to delivering higher levels of performance and creativity, enhancing problem solving and decision-making, and gaining cultural insights into domestic and overseas markets. As facilitators of diversity training, line managers are increasingly tasked with the important role of equipping employees with the skills and competencies to work effectively in diverse multicultural teams. Consequently, this chapter looks at the mechanics of how diversity is discussed and delivered in organizations. It explores the necessity of diversity training in safeguarding and respecting individual identity and in fostering more welcoming inclusive workplaces.

An Empathetic Psychological Perspective of Police Deadly Force Training

2011 ◽  
Vol 42 (2) ◽  
pp. 137-156 ◽  
Author(s):  
Rodger E. Broomé
Keyword(s):  
Decision Making ◽  
Law Enforcement ◽  
Police Officers ◽  
Law Enforcement Officers ◽  
Deadly Force ◽  
Psychological Perspective ◽  
The Real ◽  
Policies And Procedures ◽  
Psychological Structure

Abstract Police officers must be able to make an accurate appraisal of a lethal encounter and respond with appropriate force to mitigate the threat to their own lives and to the lives of others. Contemporary police deadly force training places the cadet in mock lethal encounters, which are designed to simulate those occurring in the real lives of law enforcement officers. This Reality Base Training (RBT) is designed to provide cadets with experiences that require their reactions to be within the law, policies and procedures, and ethics while undergoing a very stressful, emotional, and physically dynamic situation (Artwohl & Christensen, 1997; Blum, 2000; Grossman, 1996; Miller, 2008; Murray, 2006). Three police cadets provided written accounts of their deadly force training experiences in the RBT format. The descriptive phenomenological psychological method was used to analyze the data and to synthesize a general psychological structure of their experiences. The results reveal the perceptions, thoughts, feelings and behaviors reflecting the role of consciousness and psychological subjectivity in the participants’ understandings and decision-making in the simulated situations.

Learning-Supported Decision-Making

2008 ◽  
pp. 1066-1082
Author(s):  
Elena P. Antonacopoulou ◽  
K. Nadia Papamichail
Keyword(s):  
Decision Making ◽  
Social Systems ◽  
Organizational Memory ◽  
Social Structures ◽  
Main Thrust ◽  
Social Actors ◽  
Digital Era ◽  
Technical Framework ◽  
Critical Link

The biggest challenge for any organization is managing the disperse nature of knowledge across a diverse set of knowledge carriers. The role of ICTs in supporting and extending the organizational memory is of particular concern. This chapter contributes to our understanding of the challenges the Digital era presents us by proposing a socio-technical framework, which emphasizes feedback as the critical link connecting social systems and technical structures The main thrust of the framework is the alignment of social structures and social actors in ways that seek to integrate different modes of learning with different models of decision-making. This integration is to be supported by a range of decision-learning structures (in ICT systems), which create different feedback levels. These feedback levels are the main focus of the chapter which makes a valuable contribution in extending debates of learning, decision-making and their relationship demonstrating the inherent challenges of the digital era in using ICTs as social as much as technical tools.

Introduction

2018 ◽  
pp. 3-22
Author(s):  
Barry Hoffmaster ◽  
Cliff Hooker
Keyword(s):  
Decision Making ◽  
At Risk ◽  
Problem Solving ◽  
Genetic Counselling ◽  
Expected Utility ◽  
Rational Decision ◽  
Genetic Condition ◽  
Affected Child ◽  
Rational Decision Making ◽  
Formal Rationality

An example of real decision making is presented to illustrate two different accounts of rationality. Women who are at risk of having a child with a genetic condition must decide, after receiving genetic counselling, whether they will try to get pregnant. The genetic counsellors believe the women should use the principle of maximizing expected utility – multiply the probabilities of the outcomes (provided by geneticists) with the values of those outcomes (provided by each woman) and choose the option with the greatest expected utility. This principle manifests the formal rationality of moral philosophy. The women discarded it, however, because they knew that, regardless of the probability, they could have an affected child. Instead, they imagined scenarios of what it could be like living with an affected child to assess whether they could be able to live with their worst scenarios. The process of deliberation these women used to make their decisions is eminently rational, an exemplar of non-formal rationality. This book is about the rationality of deliberation and the judgments that result. The lesson is that we can only appreciate intelligent problem solving in ethics if we embrace a richer, more expansive conception of rational decision making.

scholarly journals Shared decision making in patients at risk of cancer: the role of domain and numeracy

2014 ◽  
Vol 18 (6) ◽  
pp. 2799-2810 ◽  
Author(s):  
Yaniv Hanoch ◽  
Talya Miron-Shatz ◽  
Jonathan J. Rolison ◽  
Zehra Omer ◽  
Elisa Ozanne
Keyword(s):  
Decision Making ◽  
At Risk ◽  
Shared Decision Making ◽  
Shared Decision ◽  
Patients At Risk ◽  
Risk Of Cancer
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