- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- Organizational Decision Making: Mapping Terrains on Different Planets
- Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
- Information Overload Revisited
- Decision Making with Inaccurate, Unreliable Data
- Borgs in the Org? Organizational Decision Making and Technology
- Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
- Culture and Decision Making
- Facing the Threat of Disaster: Decision Making When the Stakes are High
- The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
- Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
- Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
- Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
- Linking Rationality, Politics, and Routines in Organizational Decision Making
- Superstitious Behavior as a Byproduct of Intelligent Adaptation
- On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
- Intuition in Organizational Decision Making
- Affect and Information Processing
- Individual Differences And Decision Making
- Group Composition and Decision Making
- Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
- The Social Construction of Rationality in Organizational Decision Making
- When “Decision Outcomes” are not the Outcomes of Decisions
- What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
- Teaching Decision Making
- Facilitating Serious Play
- Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
- Risk Communication in Organizations
- Structuring the Decision Process: An Evaluation of Methods
- Strategy Workshops and “Away Days” as Ritual
- Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
Individuals typically describe information overload as the situation of receiving too much information. Organizational scholars define overload as a state induced when the amount of input to a system exceeds its processing capacity or when information processing capabilities and the information loads encountered are mismatched. Perception plays a key role in overload as in this definition: overload is the “perceived inability to maintain a one to one relationship between input and output within a realizable future with an existing repertoire of practices and desires”. Prevailing treatments of overload posit that when a system (individual or organization) is no longer able to process information and becomes overloaded, primary and secondary symptoms are manifested.
Kathleen M. Sutcliffe is the Gilbert and Ruth Whitaker Professor of Business Administration and Professor of management and organizations at the Stephen M. Ross School of Business at the University of Michigan. Her research interests include topics such as organizational resilience and reliability, how organizations and their members sense emerging problems and cope with uncertainty, cognitive and experiential diversity in top management teams, and team and organizational learning. Her most recent work examines how elements of an organizational system influence errors in health care settings. Her work has been published in a wide variety of journals, including the Academy of Management Review, the Academy of Management Journal, Strategic Management Journal, and Organization Science.
Karl E. Weick is the Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology at the University of Michigan. He joined the Stephen M. Ross School of Business at the University of Michigan in 1988 after previous faculty positions at the University of Texas, Cornell University, the University of Minnesota, and Purdue University. He received his PhD from Ohio State University in social and organizational psychology. He is a former editor of the journal, Administrative Science Quarterly (1977–85). Weick's books include The Social Psychology of Organizing and Sensemaking in Organizations (Sage, 1995). Karl Weick's research interests include collective sensemaking under pressure, handoffs and transitions in dynamic events, organizing for resilient performance, and continuous change.
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