The concept of the principle of satisfaction, what is the principle of satisfaction

1. The principle of legality and reasonableness;

2. The principle of being conducive to long-term interests;

3. The principle of feasibility.

The principle of satisfaction is proposed in response to the principle of "optimization". The theoretical assumption of "optimization" assumes that the decision-maker is a completely rational person, guided by "absolute rationality", and acts according to the optimization criterion. However, it is impossible for enterprises and those who are in a complex and changeable environment to make "absolutely rational" judgments about the future Therefore, it is impossible for decision-makers to make "optimal" decisions, but only to make satisfactory decisions.

1) The goal of decision-making is not to make the company and its expectations.

To meet the desired requirements, but to enable them to be effectively improved and strengthened.

2) The decision-making options are not as many as possible, the more complex the better, but to meet the requirements of analysis and comparison and to achieve the decision-making goals, to make full use of the opportunities provided by the external environment, and to make better use of internal resources.

3) The choice of decision-making scheme is not to avoid all risks, but to weigh the options that can achieve the decision-making goals, so as to "choose the greater of the two benefits" and "choose the smaller of the two disadvantages".

Decision-making is a behavior that is prevalent in people's political, economic, technological, and everyday lives; Decision-making is an activity that often occurs in management.

Decision-making is the meaning of decision, it is to achieve a specific goal, according to the objective possibility, on the basis of possessing a certain amount of information and experience, with the help of certain tools, skills and methods, the factors that affect the realization of the goal are analyzed, calculated, judged and selected, and then a decision is made on the future action of the target.

The satisfaction criterion was put forward by Simon, an American management scientist.

Satisfaction criterion, one of the decision-making criteria, Simon, an American management scientist, proposed. Simon believes that the optimal solution does not exist in decision-making, and it is impossible to choose the optimal solution, and advocates replacing the optimal with satisfaction. The selection of alternatives is not and cannot choose an optimal solution, but the selection of a satisfactory solution, which is the basic content of the satisfaction criterion.

There are also those who disagree with the criterion of satisfaction in decision-making, believing that the optimal solution exists and that it is possible to choose the optimal solution. Because the optimal is compared with various schemes within a certain range, it is not unconditional and absolute, and the optimal cannot be absolute, and it is optimal everywhere. Moreover, the word satisfaction is very elastic, and replacing the optimal with satisfaction will reduce the quality of decision-making.

Revelation. In the sense of management, the so-called optimal means the best resources, the best combination and utilization, and the best benefits, which is undoubtedly impossible to code. The so-called satisfaction is to obtain satisfactory results through satisfactory combination and utilization of resources, and this is reasonable and achievable.

Simon used a fictional example of two starving men who were dying on the ground and climbed to the edge of a cornfield that gave them a chance to regain their strength and regain their lives. One of them pursued the best, and he thought that since he wanted to fill his stomach, the best way was to find the largest corn and find it to continue his life.

So he crawled and searched in the cornfields.

Before the largest corn could be found on a wide stool, he starved to death on the way. The second person pursues satisfaction, he thinks: as long as he can fill his stomach, a relatively large corn will do.

So, as far as his hand could reach, he plucked one of the largest corns. After eating, my strength regained a little; So he continued to search as far as his ability allowed, and found the largest corn to eat.

His life was finally saved, and his strength was fully restored. In the end, the largest corn in the field was obtained by him who was constantly looking for satisfaction. From this, we know that those who pursue the best may not get anything; Those who pursue satisfaction may get the best.

Decision psychology believes that when people are faced with a choice, they usually adopt the "satisfaction principle" rather than the "optimal principle". The so-called satisfaction principle means that people will start with the options they are most familiar with one by one, and if they find an option that meets their inner standards, they will be this option, and the remaining options will be discarded, rather than comparing all the options and then selecting the best of them. Therefore, whether a person will make the best possible choice has a lot to do with his criteria.

If the standard of the heart is relatively low, then it will soon find an option that meets the standard, and this option is likely not superior among all the options; If the standard of the heart is relatively high, then there will be more options, and the last option will be better.

A mature person, his standards come from his heart, while most people are swayed by their circumstances. When a young person enters a not-so-excellent university, he or she will involuntarily lower his standards to adapt to the environment and reduce the conflict between himself and the environment, which may be fatal to their lives. It is more appropriate for a student of a second- or third-rate university to be brave enough to demand himself at a mid-range or even high-end level among the students of a "985" university, and he will definitely benefit from it.

Policies follow the principle of satisfaction, not the principle of optimality. For decision-makers to make an optimal decision-making, the following conditions must be met: 1) easy access to all information relevant to the decision; (2) truly understand the value of all the information, and formulate all possible solutions accordingly; (3) Accurately anticipate the results of each program's implementation in the future.

In reality, however, these conditions are often not met. Specifically, (1) everything that exists inside and outside the organization will have a direct or indirect impact on the present and future of the organization, but it is difficult for decision-makers to gather information that reflects all this; (2) the ability of decision-makers to make use of the limited information collected is also limited, so decision-makers can only formulate a limited number of plans; (3) Any plan must be implemented in the future, and people's understanding of the future is not comprehensive, and the impact on the future is also limited, so the future situation of the decision may be different from the actual future situation.

In reality, the above situation determines that it is difficult for decision-makers to make optimal decisions, and they can only make decisions that are repentant and relatively satisfying.