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[null,"1.","Record Nr.",null,"UNINA9910784555803321"]
[null,null,"Autore",null,"Hammond Kenneth R."]
[null,null,"Titolo",null,"Human judgment and social policy : irreducible uncertainty, inevitable error, unavoidable injustice / / Kenneth R. Hammond"]
[null,null,"Pubbl/distr/stampa",null,"New York, [New York] ; ; Oxford, [England] : , : Oxford University Press, , 1996"]
[{"$nulls":4},"©1996"]
[null,null,"ISBN",null,"0-19-773575-4"]
[{"$nulls":4},"1-280-45133-5"]
[{"$nulls":4},"0-19-535704-3"]
[{"$nulls":4},"1-60256-050-1"]
[null,null,"Descrizione fisica",null,"1 online resource (449 p.)"]
[null,null,"Disciplina",null,"302.3"]
[null,null,"Soggetti",null,"Social policy - Decision making"]
[{"$nulls":4},"Judgment"]
[{"$nulls":4},"Uncertainty"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and indexes."]
[null,null,"Nota di contenuto",null,"Contents; Introduction; I: RIVALRY; 1. Irreducible Uncertainty and the Need for Judgment; 2. Duality of Error and Policy Formation; 3. Coping with Uncertainty: The Rivalry Between Intuition and Analysis; II: TENSION; 4. Tension Between Coherence and Correspondence Theories of Competence; 5. The Evolutionary Roots of Correspondence Competence; III: COMPROMISE AND RECONCILIATION; 6. Reducing Rivalry Through Compromise; 7. Task Structure and Cognitive Structure; 8. Reducing Tension Through Complementarity; IV: POSSIBILITIES; 9. Is It Possible to Learn by Intervening?"]
[{"$nulls":4},"10. Is It Possible to Learn from Representing?11. Possibilities for Wisdom; 12. The Possible Future of Cognitive Competence; 13. Rivalry, Tension-Forever?; Conclusion; Some Conjectures About Competence; Epilogue; Notes; References; Indexes; Author Index; Subject Index"]
[null,null,null,"Sommario/riassunto","This work focuses on how social policy grows out of the policymaker's judgment about what to do, what can be done, and what ought to be? Answers necessarily emerge from human judgment, and from human error and the unavoidable uncertainty in the world."]