Framing decisions : decision making that accounts for irrationality, people, and constraints / J. Davidson Frame.

Format:

Book

Author/Creator:

Frame, J. Davidson.

Series:

Jossey-Bass business & management series

The Jossey-Bass business & management series

Language:

English

Subjects (All):

Decision making.

Physical Description:

1 online resource (305 p.)

Edition:

1st ed.

Other Title:

Decision making that accounts for irrationality, people, and constraints

Place of Publication:

San Francisco : Jossey-Bass, 2013.

Language Note:

English

System Details:

text file

Summary:

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 general public-made a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer,

Contents:

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

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on print version record and CIP data provided by publisher;.

ISBN:

9781283700238

1283700239

9781118221860

1118221869

OCLC:

817921085