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Decision Making
Pier Luigi Baldi
Emergency Care Journal , 2006, DOI: 10.4081/ecj.2006.3.18
Abstract: This article points out some conditions which significantly exert an influence upon decision and compares decision making and problem solving as interconnected processes. Some strategies of decision making are also examined.
New forms of decision making for sustainability
Mojca Golobi?,Wolfgang Pfefferkorn,Sergeja Praper
Urbani Izziv , 2007,
Abstract: Paper discusses the way and the level to which the decision making form is relevant for the outcome of the decision process as measured against the sustainability targets. A brief overview of scientific and political discourse on this matter shows, that participative decision making forms are supposed to lead towards sustainable development. While their qualities in ensuring transparency, inclusiveness, fairness and deliberation opportunities for concerned citizens need not be questioned, their contribution towards other sustainability goals require some empirical support. An attempt to collect some empirical evidence on this relation is presented in the second part of the paper. The study is based on the analysis of extensive data base of “best practice examples” in several topics related to sustainable development, which were compiled in “Future in the Alps” project. A brief overview confirms the inadequacy of traditional market, technocratic and consultative decision making forms to effectively support sustainability objectives. The detailed study of a set of cases, assessed as “best practices” of decision making has shown that they perform rather effective in terms of meeting sustainability goals. As expected, their effects in social sphere were highest and most positive, the contribution towards environmental goals generally high, but sometimes ambiguous, while the economic effects could sometimes be assessed as rather long-term and redistributive.
Decision Making and how it affects career development
Dr. S. Parvathi Devi (MA., M.Phil, Ph.D.)
Indian Streams Research Journal , 2012,
Abstract: Decision – A wonderful word that transforms a person's career or life and of course everything. Furthermore, decision making at right time shows how shrewd a person is. It not only shows one's cleverness but also their quick responding, enthusiasm in solving a problem, promptitude to face challenges and so on and so forth. It is one of the most important qualities of a leader. A leader will be said to prominent whenever he is a good and quick decision maker.A decision maker should be able to think of all available options and their pros and cons and able to forecast the outcomes of each option and depending on the consequences he or she should make a decision.
Decision Making: Lexicographical Procedure  [PDF]
V. Zhukovin,N. Chkhikvadze,Z. Alimbarashvili
Mathematics , 2010,
Abstract: It is introduced the using of generation lexicographical procedure for multicriteria decision-making problems.
Bonds Evaluation – A Pillar for Investment Decision
Gabriela Anghelache
Theoretical and Applied Economics , 2006,
Abstract: The article focuses on distinguishing the concepts regarding the bonds as a requirement of the investment decision-making process. After presenting the main characteristics of bonds, there are analyzed some aspects regarding their value. Some statements are made, concerning the various forms of price used (issue, repayment, current). There is a distinction presented, between the dissimulated (dirty) price and the real (clean) price. Finally, a short case study is presented, in order to practically clarify the content of the theoretical approach.
Decision Making: Superiority Degree  [PDF]
Vladimer Zhukovin,Zurab Alimbarashvili
Mathematics , 2010,
Abstract: It is introduced the concept of Superiority Degree one competitive decision over another. On the basis of this concept the mathematics theoretic structure is developed, which is part of pairs comparisons branch in modern decision making theory. It will be useful for practice and interesting for scientific research.
Journal of Defense Resources Management , 2011,
Abstract: The importance of taking effective strategic decisions is very easy to understand, but in the same time it is difficult to be achieved, because it requires reforms that modify both senior leader decision-making styles and organizational structure. The decision-making process is familiar to everybody, being applied in almost all aspects of our public or private lives, at an individual or aggregate (organizational) level. This paper presents many interesting issues related with strategic decision-making process, like a discussion about the decision-making process in the military. Also presents ways to increase the efficiency of strategic management, by debating whether the rational analytical approach or the intuitive way of thinking is preferable and if finding a satisfactory solution is suitable than searching for the best possible alternative.
Decision making: rational or hedonic?
Michel Cabanac, Marie-Claude Bonniot-Cabanac
Behavioral and Brain Functions , 2007, DOI: 10.1186/1744-9081-3-45
Abstract: These results support that decisions are made predominantly in the hedonic dimension of consciousness."Gut reaction" is efficacious" [1]For several decades, research in judgment and decision making has examined behavioral violations of rational choice theory [2,3]. For example, Baron showed convincingly that many decisions appear to be irrational, as if decision-makers were indifferent to the consequences of their decisions [2]. Erev and Roth showed that decisions in gambling situations are made at low rationality, the gamblers' aim being to maximize reinforcement [4,5]. Berridge concluded that a rational decision is a decision that maximizes utility (with all the ambiguity contained in the word utility) [6].Epstein's [7] proposal of a "dual-process" in decision making casts some light on that experiential" rational, abstract, and analytical treatment of the available information, and a second one, "experiential" and "emotionally driven". According to Epstein, both systems fulfill different functions. Loewenstein and co-workers [8] proposed also an alternative theoretical perspective, the risk-as-feelings hypothesis, that highlights the role of affect experienced at the moment of decision making. Similar views were expressed by Reyna & Farley [9]: "Risky decisions making can be roughly divided into a) those [...] that adhere to a rational behavioral decision-making framework [...] and b) those that emphasize non-deliberative reaction to the perceived gists or prototypes in the immediate decision environment. " The experiential system is present in animals and leads to effortless decisions. The analytical system emerged more recently in humans with the development of language. The present experiments were developed in the same framework, exploring hedonicity pitted against several variables involved in decision making: time available for decision making, rationality, and recognition.Maximization of hedonic experience is a universal mechanism inherited by humans to mo
Collective Decision Making as the Actualization of Decision Potential
Andrej Ule
Interdisciplinary Description of Complex Systems , 2009,
Abstract: This paper presents some characteristics and dilemmas of collective decision making. Collective decision making could be presented as the process of successive crystallization of dominant alternatives under the influence of different decision contexts from primary given decision potentials. This process is presented as the many-phased process of the acting of contextually dependent “energizing factors” of the collective decision making on the “attractiveness matrix” of outcomes of collective decisions. The attractiveness matrix determines the attractiveness for each alternative of decision, and the most attractive alternative in the given situation presents the rational decision in the given situation. In the final phase of decision making holds a context which gets a simplified attractiveness matrix. It corresponds to the common decision for one of the alternatives.
Rationality and Emotions in Decision Making
Olga Marki?
Interdisciplinary Description of Complex Systems , 2009,
Abstract: 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.
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