Proposition structure in framed decision problems: A formal representation.

Framing effects, which may induce decision-makers to demonstrate preference description invariance violation for logically equivalent options varying in semantic emphasis, are an economically significant decision bias and an active area of research. Framing is an issue inter alia for the way in which options are presented in stated-choice studies where (often inadvertent) semantic emphasis may impact on preference responses. While research into both espoused preference effects and its cognitive substrate is highly active, interpretation and explanation of preference anomalies is beset by variation in the underlying structure of problems and latitude for decision-maker elaboration. A formal, general scheme for making transparent the parameter and proposition structure of framed decision stimuli is described. Interpretive and cognitive explanations for framing effects are reviewed. The formalism’s potential for describing extant, generating new stimulus tasks, detailing decision-maker task elaboration. The approach also provides a means of formalising stated-choice response stimuli and provides a metric of decision stimuli complexity. An immediate application is in the structuring of stated-choice test instruments

Decision-making between rationality and intuition: effectiveness conditions and solutions to enhance decision efficacy

Decision-making, one process, many theories: a multidisciplinary literature review. How individual and environmental factors interact and influence the effectiveness of strategic decisions through rational and intuitive dynamics. Mentoring and the promotion of self-confidence in decision-making: the role of cognitive awareness and expertise building through the lenses of rationality and intuition

Beyond Moral Fundamentalism: Dewey’s Pragmatic Pluralism in Ethics and Politics [preprint]

Drawing on unpublished and published sources from 1926-1932, this chapter builds on John Dewey’s naturalistic pragmatic pluralism in ethical theory. A primary focus is “Three Independent Factors in Morals,” which analyzes good, duty, and virtue as distinct categories that in many cases express different experiential origins. The chapter suggests that a vital role for contemporary theorizing is to lay bare and analyze the sorts of conflicts that constantly underlie moral and political action. Instead of reinforcing moral fundamentalism via an outdated quest for the central and basic source of normative justification, we should foster theories with a range of idioms and emphases which, while accommodating monistic insights, better inform decision-making by opening communication across diverse elements of moral and political life, placing these elements in a wider context in which norms gain practical traction in non-ideal conditions, and expanding prospects for social inquiry and convergence on policy and action

Stumbling Toward a Social Psychology of Organizations: An Autobiographical Look at the Direction of Organizational Research

I recount some of my early experiences in the field and how they shaped my views about conducting research. As I describe it, my entry into organizational behavior was not at all seamless, requiring a series of adjustments along the way. Like many of my colleagues who had moved into the field of organizational behavior, I had to find a source of valued added a new perspective or set of alternative ideas to contribute to the field. This process of adjustment, I fear, is no longer so prevalent in the field today. Although many social psychologists have migrated to business schools, they are still by and large doing social psychological rather than organizational research. They often extend social psychological theories to the business context, but they rarely seek to reframe and reformulate core organizational issues and problems. For this to change, I argue that future research needs to become more contextual and phenomenon-driven. My hope is that, with the recent upsurge in talent entering the field, we can find a way to harvest more of its creativity, moving from the application of social psychology to a genuine social psychology of organizations

Crisis decision-making: the overlap between intuitive and analytical strategies

he paper draws on the naturalistic decision making (NDM) and cognitive science literature to examine how experienced crisis managers utilize the intuitive and analytical strategies when managing complex incidents. A cognitive model that describes the interplay between strategies is presented and discussed, and the specific role that intuition plays in analytical decision making is addressed.Designed as a conceptual paper, the extant literature is reviewed to advance discussions on the theme of intuitive and analytical decision making in the naturalistic environment. A new model of expert intuition ── the information filtering and intuitive decision model ── is presented and evaluated against existing cognitive models from the wider literature.The paper suggests that experts’ ability to make intuitive decisions is strongly hinged on their information processing skills that allow irrelevant cues to be sifted out while the relevant cues are retained. The paper further revealed that experts generally employ the intuitive mode as their default strategy, drawing on the analytical mode only as conditions warrant.Prior research has shown that experts often make important task decisions using intuitive or analytical strategies or by combining both, but the sequence these should typically follow is still unresolved. Findings from our intuition model reveal that although intuition often precedes analytical thinking in almost all cases, both strategies exist to offer significant values to decision makers if the basis of their application is well understood

Crisis decision-making: the overlap between intuitive and analytical strategies

The paper draws on the naturalistic decision making (NDM) and cognitive science literature to examine how experienced crisis managers utilize the intuitive and analytical strategies when managing complex incidents. A cognitive model that describes the interplay between strategies is presented and discussed, and the specific role that intuition plays in analytical decision making is addressed. Designed as a conceptual paper, the extant literature is reviewed to advance discussions on the theme of intuitive and analytical decision making in the naturalistic environment. A new model of expert intuition ── the information filtering and intuitive decision model ── is presented and evaluated against existing cognitive models from the wider literature. The paper suggests that experts’ ability to make intuitive decisions is strongly hinged on their information processing skills that allow irrelevant cues to be sifted out while the relevant cues are retained. The paper further revealed that experts generally employ the intuitive mode as their default strategy, drawing on the analytical mode only as conditions warrant. Prior research has shown that experts often make important task decisions using intuitive or analytical strategies or by combining both, but the sequence these should typically follow is still unresolved. Findings from our intuition model reveal that although intuition often precedes analytical thinking in almost all cases, both strategies exist to offer significant values to decision makers if the basis of their application is well understood

Effective communication in requirements elicitation: A comparison of methodologies

The elicitation or communication of user requirements comprises an early and critical but highly error-prone stage in system development. Socially oriented methodologies provide more support for user involvement in design than the rigidity of more traditional methods, facilitating the degree of user-designer communication and the 'capture' of requirements. A more emergent and collaborative view of requirements elicitation and communication is required to encompass the user, contextual and organisational factors. From this accompanying literature in communication issues in requirements elicitation, a four-dimensional framework is outlined and used to appraise comparatively four different methodologies seeking to promote a closer working relationship between users and designers. The facilitation of communication between users and designers is subject to discussion of the ways in which communicative activities can be 'optimised' for successful requirements gathering, by making recommendations based on the four dimensions to provide fruitful considerations for system designers

Intuition in strategic decision making:implications for strategic decision effectiveness

Intuition can produce effective strategic decisions because of its speed and ability to solve less-structured problems. Despite this, there are only a very small number of empirical studies that have examined intuition in the strategic decision-making process. We examine the relationship between the use of intuition in the strategic decision-making process, and strategic decision effectiveness. We propose that the expertise of the decision-maker, environmental dynamism and the characteristics of the strategic decision itself moderate the relationship between the use of intuition in the strategic decision making process, and strategic decision effectiveness. We make a significant theoretical contribution by integrating the management and social-psychology literatures in order to identify the variables that affect the relationship between the use of intuition in the strategic decision-making process, and strategic decision effectiveness. This article builds upon existing empirical research that has examined intuition in the strategic decision-making process, and reconciles some of the confounding results that have emerged. The paper presents a conceptual model and research propositions, which if empirically examined, would make a significant contribution to knowledge in the strategic decision-making domain of literature

Transparency, accountability and empowerment in sustainability governance: a conceptual review

This paper offers a conceptual examination of the power-effects of transparency, as information disclosure, on those making accountability claims against actors deemed to be causing significant environmental harm. Informed by Lukes’s ([2005]. Power: A radical view (second edition). Basingstoke: Palgrave Macmillan.) multi-dimensional theory of power, I review recent scholarship to interrogate four hypotheses positing empowerment for accountability claimants arising from the disclosure of sustainability information. Across public and private governance forms, academic research suggests that information disclosure promotes the communication of the sustainability interests of affected parties, and in some cases enhances the capacity of these parties to evaluate justifications provided by relevant power-wielders. However, evidence is weaker that disclosure of sustainability information empowers accountability claimants to sanction or otherwise steer those responsible; and there is little support that transparency fosters wider political interrogation of the configurations of authority producing environmental harm. Differentiating between behavioural and non-behavioural understandings of power allows an evaluation of these research findings on the power-related effects of information disclosure