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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.
The Joint-Decision Trap. Lessons From German Federalism and European Integration. Public Administration, Vol. 66, No. 2. pp. 239– 78. [1] It is understood to be a situation in which there is a tendency for government decisions to be taken at the lowest common denominator in
While worrying is a natural emotion for everyone, excessive worrying can interfere with problem-solving and decision-making. [3] The author uses a five-step model approach to guide the reader through learning the skills of acceptance and commitment therapy and applying them to the problem of worry.
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 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
Heuristics (from Ancient Greek εὑρίσκω, heurískō, "I find, discover") is the process by which humans use mental shortcuts to arrive at decisions. Heuristics are simple strategies that humans, animals, [1] [2] [3] organizations, [4] and even machines [5] use to quickly form judgments, make decisions, and find solutions to complex problems.
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]
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 ...