Max H Bazerman, Don A Moore

Judgment in Managerial Decision Making

• Gebundenes Buch

Produktbeschreibung

In situations requiring careful judgment, every individual is influenced by their own biases to some extent. With Bazerman's new seventh edition, readers can quickly learn how to overcome those biases to make better managerial decisions. The book examines judgment in a variety of organizational contexts, and provides practical strategies for changing and improving decision-making processes so that they become part of one's permanent behavior.

Produktdetails

• Verlag: John Wiley & Sons / Wiley
• Artikelnr. des Verlages: 1W118065700
• 8th Revised edition
• Seitenzahl: 288
• Erscheinungstermin: 16. Oktober 2012
• Englisch
• Abmessung: 238mm x 156mm x 20mm
• Gewicht: 437g
• ISBN-13: 9781118065709
• ISBN-10: 1118065700
• Artikelnr.: 35452692

Autorenporträt

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 University's 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.

Inhaltsangabe

Chapter 1 Introduction to Managerial Decision Making 1 The Anatomy of
Decisions 1 System 1 and System 2 Thinking 3 The Bounds of Human Attention
and Rationality 5 Introduction to Judgmental Heuristics 7 An Outline of
Things to Come 10 Chapter 2 Overconfidence 14 The Mother of All Biases 14
Overprecision 16 Overestimation 22 Overplacement 26 Let's Hear it for
Well-Calibrated Decision Making 28 Chapter 3 Common Biases 31 Biases
Emanating from the Availability Heuristic 34 Biases Emanating from the
Representativeness Heuristic 38 Biases Emanating from the Confirmation
Heuristic 46 Integration and Commentary 57 Chapter 4 Bounded Awareness 60
Inattentional Blindness 65 Change Blindness 66 Focalism and the Focusing
Illusion 67 Bounded Awareness in Groups 69 Bounded Awareness in Strategic
Settings 71 Discussion 81 Chapter 5 Framing and the Reversal of Preferences
82 Framing and the Irrationality of the Sum of Our Choices 85 We Like
Certainty, Even Pseudocertainty 87 Framing and The Overselling of Insurance
90 What's It Worth to You? 91 The Value We Place on What We Own 93 Mental
Accounting 94 Rebate/Bonus Framing 96 Joint-versus-Separate Preference
Reversals 98 Conclusion and Integration 100 Chapter 6 Motivational and
Emotional Influences on Decision Making 103 When Emotion and Cognition
Collide 105 Self-Serving Reasoning 112 Emotional Influences on Decision
Making 114 Summary 117 Chapter 7 The Escalation of Commitment 119 The
Unilateral Escalation Paradigm 121 The Competitive Escalation Paradigm 123
Why Does Escalation Occur? 127 Integration 131 Chapter 8 Fairness and
Ethics in Decision Making 132 Perceptions of Fairness 133 When We Resist
"Unfair" Ultimatums 135 When We are Concerned about the Outcomes of Others
139 Why do Fairness Judgments Matter? 142 Bounded Ethicality 143
Overclaiming Credit 145 In-Group Favoritism 146 Implicit Attitudes 147
Indirectly Unethical Behavior 151 When Values Seem Sacred 152 The
Psychology of Conflicts of Interest 154 Conclusion 158 Chapter 9 Common
Investment Mistakes 160 The Psychology of Poor Investment Decisions 162
Active Trading 170 Action Steps 171 Chapter 10 Making Rational Decisions in
Negotiations 175 A Decision-Analytic Approach to Negotiations 176 Claiming
Value in Negotiation 179 Creating Value in Negotiation 180 The Tools of
Value Creation 185 Summary and Critique 191 Chapter 11 Negotiator Cognition
193 The Mythical Fixed Pie of Negotiation 193 The Framing of Negotiator
Judgment 195 Escalation of Conflict 196 Overestimating Your Value in
Negotiation 198 Self-Serving Biases in Negotiation 200 Anchoring in
Negotiation 203 Conclusions 205 Chapter 12 Improving Decision Making 206
Strategy 1: Use Decision-Analysis Tools 208 Strategy 2: Acquire Expertise
213 Strategy 3: Debias Your Judgment 216 Strategy 4: Reason Analogically
219 Strategy 5: Take an Outsider's View 222 Strategy 6: Understand Biases
in Others 223 Strategy 7: Nudge Wiser and More Ethical Decisions 226
Conclusion 228 References 231 Index 261 Index 743 Subject Index 751