Defining the choice that has to be made is the first stage in the decision-making process. The fundamental goal that has to be created is for individuals to be clear about what they intend to do before acting. Actually, in order to succeed in any endeavor—be it a project, study, employment, or even a simple everyday decision—the person involved must first choose their goals and course of action (Soltwisch et al., 2020). Therefore, it is pointless to move further unless an individual has comprehensive knowledge of the issue or choice at hand.
Satisficing also happens during the consensus-building process when a group seeks a solution that everyone can support, despite the fact that it might not be the best. For instance, to introduce a brand-new app, a manager may be seeking a software developer. However, only a few of the applicants match every requirement, and none of them emerge as being the best fit or plainly superior to the others. The executive may employ the developer rather than search for a more suitable applicant since they are on a strict deadline and waiting for the ideal candidate may cause the timeframe to slip.
However, in fields like manufacturing, healthcare, and mining, where there is little information available, satisficing may not be acceptable because it entails accepting a less-than-ideal solution. Manufacturers, like those that make human drugs, have strict criteria for their production processes and would not accept less-than-ideal workarounds. Doctors and other healthcare professionals use the principle of beneficence to help them make the best possible health-related decisions, and not satisficing (Varkey, 2021). Protecting patients from harm is the primary responsibility of healthcare workers; the concept of compassion prevails in this situation. Given the chance to pick the best course of action in this situation, people might not opt for it. For example, the initial mining operations in mining must be top-notch to generate the best high-end jewelry; otherwise, a blip in any process throughout mining may result in subpar output, and so, the idea of satisficing may not be utilized.
Creativity and innovation are the two major components of innovativeness. While innovation comprises the incorporation of these ideas into goods and operations, creativity encompasses the development of new and beneficial ideas within a process. Since innovation is particularly the deployment of creativity, it is true that creativity is necessary for innovation. As a result, innovation is unattainable without the practice of creativity.
When a company wants to bring on fresh ideas and designs for long-term commercial objectives, it may choose to hire a candidate with less expertise in the creative field but with demonstrated creative potential. Any company’s development frequently depends on new and innovative methods of thinking (Soltwisch et al., 2020). There is a lot of demand for businesses to innovate to be the best among its competitors, regardless of how long it will take. Because of this, most industries require the capacity to think creatively in order to flourish. In this sense, a candidate without prior creative experience but with creative potential is preferable to a candidate with years of prior creative expertise yet with less demonstrable originality.
Although there is a potential that they will have seen and done it all before, a candidate with many years of industry-specific creative expertise may nevertheless develop new creative and unique ideas. In this situation, a candidate with demonstrable creative abilities is preferred to a candidate with creative potential since it may take longer for the candidate with creative potential to manifest. Such a candidate already possesses creative skills; hence, exhibiting creative potential does not require much training. However, companies may exploit the creative aptitudes already present without training to meet their immediate objectives.
References
Soltwisch, B. W., Brannon, D. C., & Iyer, V. (2020). The ethics of maximizing or satisficing: How decision-making style and ethical ideology impact moral judgment. Business and Professional Ethics Journal, 39(1), 77-96. Web.
Varkey, B. (2021). Principles of clinical ethics and their application to practice.Medical Principles and Practice, 30(1), 17-28.