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Disagree and commit is a management principle that individuals are allowed to disagree while a decision is being made, but that once a decision has been made, everybody must commit to implementing the decision. Disagree and commit is a method of avoiding the consensus trap, in which the lack of consensus leads to inaction. [1] [2]
The tendency to judge a decision by its eventual outcome instead of the quality of the decision at the time it was made. Pessimism bias: The tendency for some people, especially those with depression, to overestimate the likelihood of negative things happening to them. (compare optimism bias) Present bias
A continually evolving list of cognitive biases has been identified over the last six decades of research on human judgment and decision-making in cognitive science, social psychology, and behavioral economics. The study of cognitive biases has practical implications for areas including clinical judgment, entrepreneurship, finance, and management.
Cognitive bias mitigation is the prevention and reduction of the negative effects of cognitive biases – unconscious, automatic influences on human judgment and decision making that reliably produce reasoning errors. Coherent, comprehensive theories of cognitive bias mitigation are lacking.
Predictably Irrational: The Hidden Forces That Shape Our Decisions is a 2008 book by Dan Ariely, in which he challenges readers' assumptions about making decisions based on rational thought. Ariely explains, "My goal, by the end of this book, is to help you fundamentally rethink what makes you and the people around you tick.
Since the paradox assumes the ass will always go to whichever is closer, it dies of both hunger and thirst since it cannot make any rational decision between the hay and water. [1] A common variant of the paradox substitutes the hay and water for two identical piles of hay; the ass, unable to choose between the two, dies of hunger.
An example water jar puzzle. The water jar test, first described in Abraham S. Luchins' 1942 classic experiment, [1] is a commonly cited example of an Einstellung situation. . The experiment's participants were given the following problem: there are 3 water jars, each with the capacity to hold a different, fixed amount of water; the subject must figure out how to measure a certain amount of ...
A hidden profile is a paradigm that occurs in the process of group decision making.It is found in a situation when part of some information is shared among group members (i.e. all members possess this information prior to discussion), whereas other pieces of information are unshared (i.e. information known to only one member prior to discussion). [1]