Framing Decisions

J. Davidson Frame 지음

Jossey-Bass 2012년 10월 15일 출간

작품소개

책소개

The economic crisis of 2008n-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 positionsm- political power brokers, business leaders, and large segments of the general publicm-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 subtitlem- 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 n- 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.

목차

List of Figures xiPreface xiii1 An Evolving Decision-Making Paradigm 1The Traditional Paradigm 3The Real World 5Rethinking Decision Making 8The Cognitive Challenge 15Adjusting to the New Paradigm 16Conclusion: It Isn&'t Easy Getting It Right 182 Decisions and Decision Making 21Different Perspectives on Decision Making 25Rational, Irrational, Nonrational Decisions 38Dealing with Unknowns 423 The Social Context of Decision Making 47The Social Context 49The Social Space of Decision Making 51Allison&'s Multiple Perspectives on Decision Making 52The Link Between Stakeholder and Decision-Maker 55The Implementation Challenge 56Accommodating External Forces 57Conclusion 584 The Organizational Dimension 61Organizational Structure 62Organizational Process 69People in Organizations 71Organizational Culture 72Conclusion 855 The Moral Dimension 87Broad Categories of Moral Failings 89Moral Hazard 101Principal-Agent Dilemma 107Morality, Ethics, and Legality: They Are Diff erent 109Last Word 1116 People as Decision-Makers 115Factors That Affect How Individuals Make Decisions 116A Unique Perspective on Personality and Decision Making: Elliott Jaques, Human Capability, and Time Span of Discretion 135Conclusion 1387 The Wisdom&n-and Foolishness&n-of Crowds 141Individual Versus Group Decision-Participation Spectrum 141Making Decisions in Groups 148Degrees of Consensus 150Defining Consensus 150Reaching a Decision 159The Wisdom and Foolishness of Crowds 162Honeybee Decision Making 1738 The Biology of Decision Making 177Brain Basics 178The Lazy Brain 179Visual Illusions: What You See

작가정보

저자(글) J. Davidson Frame

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J. DAVIDSON FRAME is academic dean and cofounder of the University of Management and Technology (UMT) in Arlington, Virginia, one of the first fully online degree#45;conferring universities in the United States. Prior to joining the UMT faculty, he served as chairman of the Department of Management Science at George Washington University. Frame is the author of four prior books with Jossey#45;Bass, including the business bestseller Managing Projects in Organizations, Third Edition. He is a fellow of the Project Management Institute (PMI), where he received PMI#39;s Outstanding Contribution Award and was named PMI#39;s Person of the Year.