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Decision-making and action

Author: Jean-Charles Pomerol
Publisher: London : ISTE Ltd ; Hoboken, NJ : John Wiley & Sons, 2012.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:

Making a decision, of any importance, is never simple. On the one hand, specialists in decision theory do not come within the reach of most policy makers and, secondly, there are very few books on  Read more...

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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Jean-Charles Pomerol
ISBN: 9781848214101 1848214103
OCLC Number: 788249080
Description: xii, 274 pages : illustrations ; 25 cm
Contents: Introduction --
What is a Decision, or What Does Decision Theory Have to Teach Us? --
1.1 Actions and events --
1.2 Probabilities --
1.3 Expected utility --
1.4 Subjective probabilities and rationality of the decision --
1.5 Caveats and recommendations --
Scenarios and Conditional Probabilities --
2.1 Scenarios --
2.2 Compound probabilities --
2.3 Scenarios and conditional probabilities --
2.4 Decision tree --
2.5 Scenarios, information and pragmatics --
2.6 Pursuance of the scenarios and the "just one more push" --
2.7 Conditional probabilities and accidents --
2.8 Caveats and recommendations --
The Process of Decision-Making and its Rationality, or What Does Artificial Intelligence Have to Teach Us? --
3.1 A decision as a problem --
3.2 Decision table --
3.3 The general process of decision-making --
3.4 Case-based reasoning --
3.5 The Olympian point-of-view, and H Simon's view --
3.6 Information --
3.7 Limited rationality --
3.8 Heuristics --
3.9 Cognitive limitation --
3.10 Feedback on rationality in decisions --
3.11 Caveats and recommendations --
Intuition, Emotion, Recognition and Reasoning or, What Does the Neurobiology of Decision-Making Have to Teach Us? 4.1 Introduction --
4.2 Animal "decision" --
4.3 Recognition-primed decision --
4.4 The brain and emotion --
4.5 Short-term, long-term --
4.6 The Bayesian brain --
4.7 Caveats and recommendations --
Decision-Making in the Presence of Conflicting Criteria, or What Does a Multicriterion Decision Aid Have to Teach Us? --
5.1 Preference structures --
5.2 Multicriterion decision aid --
5.3 Weighted sum aggregation --
5.4 Other aggregation methods --
5.5 Aggregation of votes --
5.6 Social choice and collective decision --
5.7 Individual reactions to multicriterion decision-making --
5.8 Constraints and multicriterion decision-making in organizations --
5.9 Caveats and recommendations --
The Decision-Maker's Psychology, or What Does Psychology Have to Teach Us? 6.1 Introduction --
6.2 The decision-maker's rationality and utility function --
6.3 Constructing the utility function --
6.4 Utility function in the risk --
6.5 Loss aversion and the endowment effect --
6.6 Biases related to the probabilities --
6.7 Self-confidence and the illusion of control --
6.8 Biases linked to memory --
6.9 Frame effect --
6.10 Level of reference and anchoring --
6.11 Rationalization and reinforcement --
6.12 System 1 or System 2? --
6.13 Biases or heuristics? --
6.14 Caveats and recommendations --
Context of the Decision: Intention, Commitment, Trust, Fairness, Authority and Freedom --
7.1 Intention and commitment --
7.2 Trust and reciprocity --
7.3 Fairness --
7.4 Freedom and responsibility --
7.5 Authority --
7.6 "Leadership" in organizations --
7.7 Rationality between logic and probabilities --
7.8 Rationality and "good reasons" --
7.9 Caveats and recommendations --
Action: Giving the Impetus or Managing. 8.1 Deciding and acting --
8.2 Quick or slow decision-makers --
8.3 Consensual or imperative decision-makers --
8.4 To act or to manage? That is the question --
8.5 Reflect long, project long term: strategic planning and decision-making in organizations --
8.6 Feedback and learning --
8.7 Conclusion --
8.8 Caveats and recommendations --
Vade Mecum of the Acting Decision-Maker --
9.1 That which depends on you, and that which does not --
9.2 That which depends on you: information, imagination and the process of decision-making --
9.3 That which depends only on you: learning and planning --
9.4 That which depends on nature: the pitfalls of probabilities --
9.5 That which depends on our human nature: the pitfalls of the human brain --
9.6 That which depends on other people: conflicts and manipulation --
9.7 What the result depends on: your style and your action --
9.8 And finally ... --
Bibliography --
Index of Names --
General Index.
Responsibility: Jean-Charles Pomerol.
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