Framing decisions decision making that accounts for irrationality, people, and constraints
The economic crisis of 2008-2009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions- political power brokers, business leaders, and large segments of the...
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
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San Francisco :
Jossey-Bass
2013.
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| Edición: | 1st ed |
| Colección: | Jossey-Bass business & management series
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| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628574706719 |
Tabla de Contenidos:
- Title page; Copyright page; Contents; List of Figures; Preface; 1: An Evolving Decision-Making Paradigm; The Traditional Paradigm; The Real World; Rethinking Decision Making; Social Context; Constraints; The Cognitive Challenge; Adjusting to the New Paradigm; Conclusion: It Isn't Easy Getting It Right; 2: Decisions and Decision Making; Different Perspectives on Decision making; Decision Science; Economics; Public Policy; Social Psychology; Psychology; Law: Adjudication; Neuroscience; Philosophy; Rational, Irrational, Nonrational Decisions; Dealing with Unknowns; Handling Risk
- Handling UncertaintyWorking with Risk and Uncertainty; 3: The Social Context of Decision Making; The Social Context; Stakeholders in Decision Making; The Community and Social Forces; The Social Space of Decision making; Allison's Multiple Perspectives on Decision making; The Link Between Stakeholder and Decision-Maker; The Implementation Challenge; Accommodating External Forces; Conclusion; 4: The Organizational Dimension; Organizational Structure; Chain-of-Command Structure; Self-Directed Team Structure; Decision-Making Impact of Organizational Architecture; Organizational Process
- People in OrganizationsOrganizational Culture; Athenian Versus Spartan Outlooks; Risk-Taking Versus Risk-Avoiding Outlooks; Innovative Versus Legacy Outlooks; Conclusion; 5: The Moral Dimension; Broad Categories of Moral Failings; Deceit; Negligence; Illegal Behavior; Moral Hazard; Principal-Agent Dilemma; Morality, Ethics, and Legality: They Are Different; Last Word; 6: People as Decision-Makers; Factors That Affect How Individuals Make Decisions; Personality; Creative Capacity; Intelligence; Competence and Capability; Cognitive State; Psychological State
- Personality Factors of Particular Importance to Decision MakingA Unique Perspective on Personality and Decision making: Elliott Jaques, Human Capability, and Time Span of Discretion; Conclusion; 7: The Wisdom-and Foolishness-of Crowds; Individual Versus Group Decision-Participation Spectrum; Autocrat; Consultative Leader; Primus Inter Pares; Council; Self-Directed Work Unit; Community; Making Decisions in Groups; Degrees of Consensus; Defining Consensus; Nature of Consensus; Decision Rules; Reaching a Decision; Setting; Steps Toward Making a Decision in Groups
- The Wisdom and Foolishness of CrowdsIndividuals Versus Groups; The Wisdom of Crowds Perspective; Distributed Collaboration; Honeybee Decision Making; 8: The Biology of Decision Making; Brain Basics; The Lazy Brain; Template Solutions; Resistance to Change; Elusive Reality; Visual Illusions: What You See Isn't What You Get; Examples of Visual Illusions; Filling in the Blanks with Established Images; Filling in the Blanks for Events That Have Not Yet Happened; When Things Aren't Quite Aligned; Compensating for Environmental Conditions: Example 1
- Compensating for Environmental Conditions: Example 2
