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Framing Decisions : Decision-Making That Accounts for Irrationality, People and Constraints.

Author: J Davidson Frame
Publisher: New York : Wiley, 2012.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Database:WorldCat
Summary:
Framing Decisions offers executives an understanding of what decision-making entails, what the traditional paradigm has preached, and how a new decision-making paradigm can remedy the deficiencies of the old. While no longer sufficient for today's complex decision-making environment, there is much to be learned from the mechanical techniques that have been developed over the past fifty years. Consequently, in  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Frame, J. Davidson.
Framing Decisions : Decision-Making That Accounts for Irrationality, People and Constraints.
New York : Wiley, ©2012
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: J Davidson Frame
ISBN: 9781118221860 1118221869
OCLC Number: 817921085
Notes: Compensating for Environmental Conditions: Example 2.
Description: 1 online resource (305 pages)
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.

Abstract:

Framing Decisions offers executives an understanding of what decision-making entails, what the traditional paradigm has preached, and how a new decision-making paradigm can remedy the deficiencies of the old. While no longer sufficient for today's complex decision-making environment, there is much to be learned from the mechanical techniques that have been developed over the past fifty years. Consequently, in addition to providing insights into the new decision-making environment, this book addresses proven decision-making techniques that can help executives improve their decision-making skill.

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