Intro -- 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 Uncertainty -- Working 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 Organizations -- Organizational 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 Making -- A 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 Crowds -- Individuals 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 -- Seeing Things as Three-Dimensional Objects -- Brain Deception Beyond Visual Illusions -- The Maturing Brain -- Conclusion -- 9: Toward an Empirically Rooted Understanding of Decision Making -- In the Beginning: Toward an Empirical View -- Evidence of Unconscious Deliberation in Decision Making: Three Empirical Approaches -- The Blink Phenomenon: Anecdotal Speculation -- Unconscious Deliberation in Decision Making: Use of Experiments 1 -- Unconscious Deliberation in Decision Making: Use of Experiments 2 -- The Contribution of Empirical Research: Where Do We Stand?.

Empirical Research on Decision Making in the Neurosciences -- Brain Basics Review -- Experimental Findings in Neuropsychology -- Clinical Study: The Case of Phineas Gage -- Experimental Studies of the Link Between the VMF and Decision Making 1 -- Experimental Studies of the Link Between the VMF and Decision Making 2 -- The Contribution of Neuropsychology Research: Where Do We Stand? -- The Need for Research on Decisions of Consequence -- 10: Seven Lessons -- Seven Lessons for Highly Effective Decision-Makers -- Lesson 1. Decisions of Consequence Occur in a Social Environment That Strongly Affects Decision Outcomes. These Decisions Should Always Accommodate Social Space -- Lesson 2. Decisions of Consequence Entail Dealing with Aggregates of People Who Have Contending Interests. Frequently the Decision-Makers' Primary Job Is to Work Through These Contending Interests -- Lesson 3. An Emphasis on Tools Often Distracts Us from Effective Decision Making -- Lesson 4. The Idea of Rational Decision Making Is Largely Chimerical When Dealing with Decisions of Consequence -- Lesson 5. Take Heed of The Moral Dimension of Decision Making. Don't Be Duped by Scalawags -- Lesson 6. Our Perceptions of the World Are Intermediated by the Brain. What We See, Hear, and Feel Is Not What We Get -- Lesson 7. We Can Learn a Lot from Honeybees: Leaderless Distributed Decision Making Is Here to Stay -- Last Word -- References -- Acknowledgments -- The Author -- Index.

The economic crisis of 2008-2009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions- political power brokers, business leaders, and large segments of the general public-made a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in Framing Decisions: Decision Making That Accounts for Irrationality, People, and Constraints, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle- irrationality, people, and constraints. Frame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's social space and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people - both as individuals and in groups. Framing Decisions offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.