Rationality and Emotions in Decision Making

Decision making is traditionally viewed as a rational process where reason calculates the best way to achieve the goal. Investigations from different areas of cognitive science have shown that human decisions and actions are much more influenced by intuition and emotional responses then it was previously thought. In this paper I examine the role of emotion in decision making, particularly Damasio's hypothesis of somatic markers and Green's dual process theory of moral judgment. I conclude the paper with the discussion of the threat that deliberation and conscious rationality is an illusion.philosophy of cognitive science, decision making, emotions, the problem of free will, ethics

Supporting people with cognitive disabilities in decision making – processes and dilemmas

The exploratory study found that participants, including those with cognitive disability, mostly supported the broad concept of supported decision making. However supporters saw this as a complex, dynamic and frequently chaotic process. Fundamental to the process were relationships and tailoring support to the individual. The skills and knowledge required included communication skills, self-awareness, the capacity for reflective discussion, conflict resolution skills, and knowledge of strategies for tailoring the decision making process to the individual. The study revealed multiple dilemmas and tensions associated with supporting someone with cognitive disability to make a decision but most commonly mentioned were remaining neutral, managing conflicting perspectives amongst differing supporters, balancing rights with risk and best interests, and resource constraints. The study provides some key insights into the practice of supporting people with cognitive disability to make decisions and knowledge that can be incorporated into training programs for people in this role. The findings also highlight the need for further research in this area, particularly in relation to ‘what works’ in support for decision making for people with cognitive disabilit

Organizational energy: A behavioral analysis of human and organizational factors in manufacturing

This paper seeks to explore the behavior and embodied energy involved in the decision-making of information technology/information systems (IT/IS) investments using a case within a small- to medium-sized manufacturing firm. By analyzing decision making within a given case context, this paper describes the nature of the investment through the lens of behavioral economics, causality, input-output (IO) equilibrium, and the general notion of depletion of executive energy function. To explore the interplay between these elements, the authors structure the case context via a morphological field in order to construct a fuzzy cognitive map of decision-making relationships relating to the multidimensional and nonquantifiable problems of IT/IS investment evaluation. Noting the significance of inputs and outputs relating to the investment decision within the case, the authors assess these cognitive interrelationships through the lens of the Leontief IO energy equilibrium model. Subsequently, the authors suggest, through an embodied energy audit, that all such management decisions are susceptible to decision fatigue (so-called 'ego depletion'). The findings of this paper highlight pertinent cognitive and IO paths of the investment decision-making process that will allow others making similar types of investments to learn from and draw parallels from such processes

What Do You Want to Be When You Grow Up? Cognitive Flexibility Influences Career Decision Making and Related Anxiety

Career indecision is a stage most individuals pass through during their lifetime, but it is often accompanied by anxiety. While anxiety can have a positive influence on decision making by focusing attention and cognitive resources, excess anxiety can disrupt the career decision-making process. Existing literature links anxiety to cognitive flexibility, an individual’s ability to efficiently switch between thoughts and ideas and adapt to evolving situations, with young adults higher in cognitive flexibility typically experiencing less anxiety than their less flexible peers. However, no studies to date have examined cognitive flexibility as it relates to career indecision or career-indecision-related anxiety. This study examines the relationships between cognitive flexibility, career indecision, and anxiety in undergraduate students. 156 undergraduate students (72% female, 91% Caucasian, 63% juniors and seniors) completed an online Qualtrics survey assessing career indecision, career anxiety, cognitive flexibility, and general demographic information including academic trajectory, career confidence, and personal characteristics. The previously documented relationship between career indecision and anxiety was supported, but the discovery that both career indecision and anxiety share significant relationships with cognitive flexibility augments prior research by examining cognitive flexibility in the context of career decision-making. While cognitive flexibility did relate to both career-indecision-related anxiety and career indecision, it did not directly mediate the relationship between these two variables, and once its relationship with career indecision was partialled, it no longer significantly correlated with career-indecision-related anxiety. This suggests cognitive flexibility could serve as a mechanism to promote career decision-making, thereby reducing career-indecision-related anxiety

Affective Decision Making and the Ellsberg Paradox

Affective decision-making is a strategic model of choice under risk and uncertainty where we posit two cognitive processes -- the "rational" and the "emotional" process. Observed choice is the result of equilibrium in this intrapersonal game. As an example, we present applications of affective decision-making in insurance markets, where the risk perceptions of consumers are endogenous. We derive the axiomatic foundation of affective decision making, and show that affective decision making is a model of ambiguity-seeking behavior consistent with the Ellsberg paradox.Affective choice, Endogenous risk perception, Insurance, Ellsberg paradox, Variational preferences, Ambiguity-seeking

Affective Decision Making: A Behavioral Theory of Choice

Affective decision-making is a strategic model of choice under risk and uncertainty where we posit two cognitive processes — the "rational" and the "emotional" process. Observed choice is the result of equilibirum in this intrapersonal game. As an example, we present applications of affective decision-making in insurance markets, where the risk perceptions of consumers are endogenous. We then derive the axiomatic foundation of affective decision making, and show that, although beliefs are endogenous, not every pattern of behavior is possible under affective decision making.Affective choice, Endogenous risk perception, Insurance, Variational preferences

Emotion-affected decision making in human simulation

Human modelling is an interdisciplinary research field. The topic, emotion-affected decision making, was originally a cognitive psychology issue, but is now recognized as an important research direction for both computer science and biomedical modelling. The main aim of this paper is to attempt to bridge the gap between psychology and bioengineering in emotion-affected decision making. The work is based on Ortony's theory of emotions and bounded rationality theory, and attempts to connect the emotion process with decision making. A computational emotion model is proposed, and the initial framework of this model in virtual human simulation within the platform of VirtoolsTm is presented

Cognitive Feedback in GDSS: Improving Control and Convergence

Cognitive feedback in group decision making is information that provides decision makers with a better understanding of their own decision processes and that of the other group members. It appears to be an effective aid in group decision making. Although it has been suggested as a potential feature of group decision support systems (GDSS), little research has examined its use and impact. This article investigates the effect of computer generated cognitive feedback in computer-supported group decision processes. It views group decision making as a combination of individual and collective activity. The article tests whether cognitive feedback can enhance control over the individual and collective decision making processes and can facilitate the process of convergence among group members. In a laboratory experiment with groups of three decision makers. 15 groups received online cognitive feedback and 15 groups did not. Users receiving cognitive feedback maintained a higher level of control over the decision-making process as their decision strategies converged. This research indicates that (1) developers should include cognitive feedback as an integral part of the GDSS at every level, and (2) they should design the human-computer interaction so there is an intuitive and effective transition across the components of feedback at all levels. Researchers should extend the concepts explored here to other models of conflict that deal with ill-structured decisions, as well as study the impact of cognitive feedback over time. Finally, researchers trying to enhance the capabilities of GDSS should continue examining how to take advantage of the differences between individual, interpersonal, and collective decision making