Chapter 7: Making effective decisions—and avoiding cognitive traps
The basic nature of decision-making—and why it is far from totally rational Image theory: an intuitive perspective on decision-making Cognitive traps decision-makers should (must!) avoid Implicit favorites: the powerful—and lasting impact—of initial preferences The person sensitivity error: the self-serving bias revisited Failing to recognize when it is time to get out: the dangers of escalating commitments Decision-making strategies—and why some are better than others Maximizing versus satisficing: the potential downside of seeking perfection Signal detection theory: weighting the relative value of potential outcomes Group decision-making: benefits and costs Group polarization: why groups sometimes go “off the deep end” The failure to share information known only to some members Biased processing of information: do group members seek accuracy— or being “right”?
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