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Framing decisions [[electronic resource] ] : decision making that accounts for irrationality, people, and constraints / / J. Davidson Frame
| Framing decisions [[electronic resource] ] : decision making that accounts for irrationality, people, and constraints / / J. Davidson Frame |
| Autore | Frame J. Davidson |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, 2013 |
| Descrizione fisica | 1 online resource (305 p.) |
| Disciplina | 153.8/3 |
| Collana | Jossey-Bass business & management series |
| Soggetto topico | Decision making |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-70023-9
1-118-22186-9 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 |
| Record Nr. | UNINA-9910461771803321 |
Frame J. Davidson
|
||
| San Francisco, : Jossey-Bass, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Framing decisions [[electronic resource] ] : decision making that accounts for irrationality, people, and constraints / / J. Davidson Frame
| Framing decisions [[electronic resource] ] : decision making that accounts for irrationality, people, and constraints / / J. Davidson Frame |
| Autore | Frame J. Davidson |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, 2013 |
| Descrizione fisica | 1 online resource (305 p.) |
| Disciplina | 153.8/3 |
| Collana | Jossey-Bass business & management series |
| Soggetto topico | Decision making |
| ISBN |
1-283-70023-9
1-118-22186-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 |
| Record Nr. | UNINA-9910785920203321 |
|
Frame J. Davidson
|
||
| San Francisco, : Jossey-Bass, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Framing decisions [[electronic resource] ] : decision making that accounts for irrationality, people, and constraints / / J. Davidson Frame
| Framing decisions [[electronic resource] ] : decision making that accounts for irrationality, people, and constraints / / J. Davidson Frame |
| Autore | Frame J. Davidson |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, 2013 |
| Descrizione fisica | 1 online resource (305 p.) |
| Disciplina | 153.8/3 |
| Collana | Jossey-Bass business & management series |
| Soggetto topico | Decision making |
| ISBN |
1-283-70023-9
1-118-22186-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 |
| Record Nr. | UNINA-9910807229503321 |
|
Frame J. Davidson
|
||
| San Francisco, : Jossey-Bass, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||