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Behavioral decision research has developed considerably over the past 25 years, and now provides important insights into managerial behavior. Bazerman & Moore's Judgment in Managerial Decision Making, 7 th edition embeds behavioral decision research into the organizational realm by examining judgment in a variety of managerial contexts.This book includes information that is useful for anyone seeking further information on improving his or her judgment and decision making. Throughout, you'll find numerous hands-on decision exercises and examples from the author's extensive executive training experience that will help you improve the quality of your managerial judgment.
Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School. In addition, Max is also formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation at Harvard. He is the author or co-author of over 150 research articles and chapters, and the author of numerous other books. Professor Bazerman was named one of the top 30 authors, speakers, and teachers of management by Executive Excellence in each of their two most recent rankings.
Don Moore is an Associate Professor of Organizational Behavior at Carnegie Mellon University¹s Tepper School of Business, and holder of the Carnegie Bosch Faculty Development chair. Don is also formally affiliated with CMU's Department of Social and Decision Sciences, and he is the founding director of the Center for Behavioral Decision Research. He received his Ph.D. in Organization Behavior from Northwestern University.
Table of Contents
Introduction to Managerial Decision Making
The Anatomy of Decisions
System 1 and System 2 Thinking
The Bounds of Human Rationality
Introduction to Judgmental Heuristics
An Outline of Things to Come
Biases Emanating from the Availability Heuristic
Biases Emanating from the Representativeness Heuristic
Biases Emanating from the Confirmation Heuristic
Integration and Commentary
Focalism and the Focusing Illusion
Bounded Awareness in Groups
Bounded Awareness in Strategic Settings
Bounded Awareness in Auctions
Framing and the Reversal of Preferences
Framing and the Irrationality of the Sum of Our Choices
We Like Certainty, Even Pseudocertainty
The Framing and the Overselling of Insurance
What's It Worth to You?
The Value We Place on What We Own
Do No Harm, the Omission Bias, and the Status Quo
Joint Versus Separate Preference Reversals
Conclusion and Integration
Motivational and Emotional Influences on Decision Making
When Emotion and Cognition Collide
Emotional Influences on Decision Making
The Escalation of Commitment
The Unilateral Escalation Paradigm
The Competitive Escalation Paradigm
Why Does Escalation Occur?
Fairness and Ethics in Decision Making
Perceptions of Fairness
Common Investment Mistakes
The Psychology of Poor Investment Decisions
Making Rational Decisions in Negotiations
A Decision-Analytic Approach to Negotiations
Claiming Value in Negotiation
Creating Value in Negotiation
The Tools of Value Creation
Summary and Critique
The Mythical Fixed Pie of Negotiation
The Framing of Negotiator Judgment
Escalation of Conflict
Overestimating Your Value in Negotiation
Self-Serving Biases in Negotiation
Anchoring in Negotiations
Improving Decision Making
Use Decision-Analysis Tools
Debias Your Judgment
Take an Outsider's View
Understand Biases in Others
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