Rubinstein, S. L. (1958)

1 Auftreten des Antriebs

2. Überlegen (Kampf der Motive)

3. Entschluss

4. Handlung

Wells, H. M. (1927)

1. The fore-period

2. The perception of the stimulus

3. The development and discussion of motives (evaluation)

4. The intermediary period

5. The final state, or choice proper

Thomae, H. (1960)

I. Die Ausgangslage

1. Der Forderungscharakter

2. Die Erfahrung der existent. Unorientiertheit

II. Versuche der Neuorientierung

1. Die Aktivierung des Informations- und Reaktionspotentials

2. Zentrierung

3. Distanzierung und Verschiebung des Deutungsniveaus

III. Die Beendigung der Unentschiedenheit (der Entschluss)

1. Der Abschluss der Deutung

2. Der Entschluss als Innewerden der Grundrichtung

Simon, H. A. (1960)

1. Intelligence activity (Problemsuche und -definition)

2. Design activity (Auswahl und Suche von Alternativen)

3. Choice activity

Tannenbaum, R. (1950)

1. Recognition of behavior alternatives

2. Formulation of the consequences of each alternative

3. evaluations of the alternatives

Litchfield, E. H. (1956)

1. Definition of the issues

2. Analysis of the existing situation

3. Calculation and delineation of alternatives

4. Deliberation

5. Choice

Gagne, R. M. (1959)

1. Reception of the stimulus situation

2. Concept formation

3. Determining courses of action

4. Decision making

Anderson, R. C. (1965)

1. Define the objective or the purpose to be served

2. Ask the expert

3. Get the facts

4. Identify the alternatives

5. Evaluate the gros and cons

6. Decide

7. Define the plan, state the objectives, assign the responsibility

8. Follow-up

Griffith, D. E. (1958)

1. Recognise, define and limit the problem

2. Analyse and evaluate the Problem

3. Establish criteria or standards by which a solution will be evaluated or judged as acceptable and adequate to the need

4. Collect data

5. Formulate and select the preferred solution or solutions. Test in advance

6. Put into effect the preffered solution

Dill, W. R. (1963)

1. Agenda building: Defining goals and tasks for the organization and assigning priorities for their completion

2. Search - looking for alternative courses of action and for information that can be used to evaluate them

3. Commitment - testing proposed "solutions" to choose one for an adoption by the organization

4. Implementation - elaborating and clarifying decisions so that they can be put into effect: Motivating members of the organization to help translate decisions into action

5. Evaluation - testing the results of previous choices and actions to suggest new tasks for the organizational agenda or to facilitate organizational learning

Drucker, P. F. (1955)

1. Defining the Situation

2. Determining what is relevant

3. Determining the scope and validity of factual knowledge

4. Developing all the alternative solutions

5. The Chosen alternative has to be made effective in action

Lundberg, C. C. (1964)

1. Problem recognition and awareness

2. Doing something with information

3. Choice

Bleicher, K. (1964)

I. Entscheidungsvorbereitung

1. Beschaffung und Speicherung von Informationen

a) Impulsinformation

b) Zielinformation

c) Ergebnisinformation

d) Erwartungsinformation

2. Analyse der Ursachen

3. Ermittlung der Alternativen

4. Bewertung der Alternativen

5. Abstimmung (Gewichtung der Teilentscheidungen)

II. Entscheidung

III. Anordnung

1. Übermittlung der Anordnungen

2. Interpretation der Anordnung

Bakke, W. E. (1959)

1. "Awareness“ of the problem or situation

2. "Exploration" of the problem to gather relevant Information as to the cause and impact and involvement of the problem

3. "Structuring" - making accurate jedgments about the exploratory phase

4. "Simplification" of the problem. So it can easily be dealt with

5. "Search and Cue" for alternatives

6. 'Appraisal of Alternatives"

7 "Choice and Decision"

8. "Mobilization" of neccessary resources for solution

9. "Response and Action" to carry out the objectives of the decision rnaking

10. "Experience and Judgment" of the solution

11. "Closure" - a check to see if the problem is actually solved

Brim et al. (1962)

1. Identification of the problem

2. Obtaining the necessary information

3. Production of possible solutions

4. Evaluation of such solutions

5. Selection of a strategy for performance

6. Actual performance

Edwards et al. (1965)

1. Recognize the existence of a decision problem

2. Identify available acts

3. Identify relevant states that determine payoff for acts

4. Identify the value dimensions to be aggregated into the payoff matrix

5. Judge the value of each outcome on each dimension

6. Aggregate value dimensions into a composite payoff matrix

7. Identify Information sources relevant to diserimination among states

8. Collect data from Information sources

9. Filter data, put into standard format, und display to likelihood estimator

10. Estimate likelihood ratios (or some other qualitiy indicating the impact of the datum on the hypotheses)

11. Aggrate impact estirnates into posterior distributions

12. Decide among acts by using principle of maximizing expected value

13. Implement the decision

Diesing, P. (1964)

"Maximizing decision":

1. Estimating the probable effects on the ends of each alternative

2. Estimating the degree of probability of each effect

3. Estimating and comparing the value of each effect on a single scale

4. Choosing the alternative which has the greatest probability of producing the greatest value

"Integrating decision"

1. Defining a relatively independent problematic situation and uncovering the conflicts that exist in it as well as the factors maintaining them

2. Estimating the changes that are possible in each problematic situation, together with the degree of strain the change will bring

3. Discovering what strain-reducing support is available for each change

4. Predicting future conflicts, strains and stresses likely to accompany each direction of change, or likely to occur in any case

5. Looking for a change at a manageable level of strain that will reduce conflict or increase flexibility or prepare for future stresses

Cyert & March (1963)

1. Forecast competitors' behavior

2. Forecast demand

3. Estimate costs

4. Specify objectives

5. Evaluate plans

6. Re-examine costs

7. Re-examine demand

8. Re-examine objebtives

9. Select alternative

(Decide)

Bass, B. M. (1965)

1. Is there dissatifaction with current operations?

2. Are the boundaries of the problem specified?

3. Can the problem be classified so that Routine solution can be applied?

4. Have all alternative solutions within Cost-of-Search limits been identified?

5. Have all criteria for selecting the best alternative been determined?

6. Have all alternatives been evaluated and compared using all relevant criteria?

7. Has the selected alternative been tried out?