Judgment in Managerial Decision Making, Eighth Edition

ISBN-13: 9781119427384 / Angielski / Miękka / 2017 / 288 str.

Bazerman, MH

Spis treści

Chapter 1 Introduction to Managerial Decision MakingThe Anatomy of DecisionsSystem 1 and System 2 ThinkingThe Bounds of Human Attention and RationalityIntroduction to Judgmental HeuristicsAn Outline of Things to ComeChapter 2 OverconfidenceThe Mother of All BiasesOverprecisionOverestimationOverplacementLet's Hear it for Well-Calibrated Decision MakingChapter 3 Common BiasesBiases Emanating from the Availability HeuristicBiases Emanating from the Representativeness HeuristicBiases Emanating from the Confirmation HeuristicIntegration and CommentaryChapter 4 Bounded AwarenessInattentional BlindnessChange BlindnessFocalism and the Focusing IllusionBounded Awareness in GroupsBounded Awareness in Strategic SettingsDiscussionChapter 5 Framing and the Reversal of PreferencesFraming and the Irrationality of the Sum of Our ChoicesWe Like Certainty, Even PseudocertaintyFraming and The Overselling of InsuranceWhat's It Worth to You?The Value We Place on What We OwnMental AccountingRebate/Bonus FramingJoint-versus-Separate Preference ReversalsConclusion and IntegrationChapter 6 Motivational and Emotional Influences on Decision MakingWhen Emotion and Cognition CollideSelf-Serving ReasoningEmotional Influences on Decision MakingSummaryChapter 7 The Escalation of CommitmentThe Unilateral Escalation ParadigmThe Competitive Escalation ParadigmWhy Does Escalation Occur?IntegrationChapter 8 Fairness and Ethics in Decision MakingPerceptions of FairnessWhen We Resist "Unfair" UltimatumsWhen We are Concerned about the Outcomes of OthersWhy do Fairness Judgments Matter?Bounded EthicalityOverclaiming CreditIn-Group FavoritismImplicit AttitudesIndirectly Unethical BehaviorWhen Values Seem SacredThe Psychology of Conflicts of InterestConclusionChapter 9 Common Investment MistakesThe Psychology of Poor Investment DecisionsActive TradingAction StepsChapter 10 Making Rational Decisions in NegotiationsA Decision-Analytic Approach to NegotiationsClaiming Value in NegotiationCreating Value in NegotiationThe Tools of Value CreationSummary and CritiqueChapter 11 Negotiator CognitionThe Mythical Fixed Pie of NegotiationThe Framing of Negotiator JudgmentEscalation of ConflictOverestimating Your Value in NegotiationSelf-Serving Biases in NegotiationAnchoring in NegotiationConclusionsChapter 12 Improving Decision MakingStrategy 1: Use Decision-Analysis ToolsStrategy 2: Acquire ExpertiseStrategy 3: Debias Your JudgmentStrategy 4: Reason AnalogicallyStrategy 5: Take an Outsider's ViewStrategy 6: Understand Biases in OthersStrategy 7: Nudge Wiser and More Ethical DecisionsConclusionReferencesIndex