Abstract
ABSTRACTThis article describes a multistep exercise focused on decision‐making that can be used in a variety of disciplines. The exercise helps students understand process issues in decision‐making and the complexity of doing so in real world scenarios. The exercise uses a case to illustrate the paradoxical effect of how decision‐makers often focus on the content of decisions in lieu of attending to the decision‐making process. It is best suited for upper‐level undergraduate and graduate students. Insights about process issues are revealed through creating a team contract, a team inventory, and making the decisions required in the case analysis. These revelations occur across three 75‐minute classes but can be adapted to the time available and relevance of the course. The article's structure is organized according to Wiggins and McTighe's curriculum development model.
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