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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.
An increased awareness of the separate nature of one's self stated as context and one's actual experience stated as content in the book, can reduce worry and stress on a person. While worrying is a natural emotion for everyone, excessive worrying can interfere with problem-solving and decision-making. [3]
The Wall Street Journal said the book "lose(s) steam" in a consideration of decision-making at a global scale, illustrated with the issue of climate change, but its final chapter, regarding a momentous personal decision, seems to be "from the heart." [6]
Gary Klein (born February 5, 1944, in New York City, New York, U.S.) is a research psychologist famous for pioneering in the field of naturalistic decision making. [1] By studying experts such as firefighters in their natural environment, he discovered that laboratory models could not adequately describe decision making under time pressure and uncertainty.
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
Decision uncertainty, positive performance trend information, and expressed preference for initial decision have been found to have positive relationships. [ 9 ] High costs of ending a project or changing its course, potential financial gain upon completion, and extensive structure can factor in to escalation of commitment, making it difficult ...
The book explains key organizational behavior concepts such as the influence of people on organizations, differences between leadership and management, teamwork and levels of communication. The book has been translated into Mandarin. [27] In early 2010, some of Thompson's work was focused on envy at workplace and decision making in ...
Many of the individuals studied use intuition as an effective approach to making important decisions. The experimenters' goal is to evaluate the risk and benefits of using intuition. Their results show that this is a troublesome decision tool. [7] Affective reactions that accompany judgements are not necessarily voluntary, but are automatic ...