human limitations or problems that might make it difficult for Switched Enterprises executives to choose the best alternative.

The textbook identifies six problems or limitations in the process of choosing from alternatives, based on observations from organizational behavior.Students may select any three of these.
Ambiguous/conflicting goals.We need clear organizational goals to choose the best solution, but these goals are often ambiguous or in conflict with each other.Moreover, Switched's executives might not completely agree on the goals or their relative priority.
Implicit favorite.Decision makers tend to compare each alternative against an implicit favorite rather than objectively assessing all alternatives against each other.The problem with the implicit favorite approach is that decision makers are usually biased in favor of their implicit favorite.This, along with the satisficing and sequential decision-making problems, results in a less neutral and complete evaluation of each alternative.
Sequential decision making.Decision makers typically look at alternatives sequentially rather than examining all alternatives at the same time.This, along with the satisficing and implicit favorite problems, results in a less neutral and complete evaluation of each alternative.
Satisficing.Decision makers tend to select the alternative that is acceptable or 'good enough,' rather than the best possible solution.This, along with sequential analysis, results in selecting the alternative that is less than the best one.
Limited information processing.Decision makers can't possibly think through all of the possible alternatives and their outcomes, so they engage in a limited search for and evaluation of alternatives.For example, these executives wouldn't be able to think about all possible consequences of selecting each partner company overseas.