{"product_id":"framing-decisions-isbn-9781118014899","title":"Framing Decisions","description":"The economic crisis of 2008–2009 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 positions— political power brokers, business leaders, and large segments of the general public—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 \u003ci\u003eFraming Decisions: Decision Making That Accounts for Irrationality, People, and Constraints\u003c\/i\u003e, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle— irrationality, people, and constraints.  \u003cp\u003eFrame 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 \u003ci\u003esocial space\u003c\/i\u003e 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 – both as individuals and in groups.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eFraming Decisions\u003c\/i\u003e 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.\u003c\/p\u003e \u003cp\u003eList of Figures xi\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 An Evolving Decision-Making Paradigm 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Traditional Paradigm 3\u003c\/p\u003e \u003cp\u003eThe Real World 5\u003c\/p\u003e \u003cp\u003eRethinking Decision Making 8\u003c\/p\u003e \u003cp\u003eThe Cognitive Challenge 15\u003c\/p\u003e \u003cp\u003eAdjusting to the New Paradigm 16\u003c\/p\u003e \u003cp\u003eConclusion: It Isn’t Easy Getting It Right 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Decisions and Decision Making 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDifferent Perspectives on Decision Making 25\u003c\/p\u003e \u003cp\u003eRational, Irrational, Nonrational Decisions 38\u003c\/p\u003e \u003cp\u003eDealing with Unknowns 42\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The Social Context of Decision Making 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Social Context 49\u003c\/p\u003e \u003cp\u003eThe Social Space of Decision Making 51\u003c\/p\u003e \u003cp\u003eAllison’s Multiple Perspectives on Decision Making 52\u003c\/p\u003e \u003cp\u003eThe Link Between Stakeholder and Decision-Maker 55\u003c\/p\u003e \u003cp\u003eThe Implementation Challenge 56\u003c\/p\u003e \u003cp\u003eAccommodating External Forces 57\u003c\/p\u003e \u003cp\u003eConclusion 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 The Organizational Dimension 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOrganizational Structure 62\u003c\/p\u003e \u003cp\u003eOrganizational Process 69\u003c\/p\u003e \u003cp\u003ePeople in Organizations 71\u003c\/p\u003e \u003cp\u003eOrganizational Culture 72\u003c\/p\u003e \u003cp\u003eConclusion 85\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 The Moral Dimension 87\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBroad Categories of Moral Failings 89\u003c\/p\u003e \u003cp\u003eMoral Hazard 101\u003c\/p\u003e \u003cp\u003ePrincipal-Agent Dilemma 107\u003c\/p\u003e \u003cp\u003eMorality, Ethics, and Legality: They Are Different 109\u003c\/p\u003e \u003cp\u003eLast Word 111\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 People as Decision-Makers 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFactors That Affect How Individuals Make Decisions 116\u003c\/p\u003e \u003cp\u003eA Unique Perspective on Personality and Decision Making:\u003c\/p\u003e \u003cp\u003eElliott Jaques, Human Capability, and Time Span of Discretion 135\u003c\/p\u003e \u003cp\u003eConclusion 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 The Wisdom–and Foolishness–of Crowds 141\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIndividual Versus Group Decision-Participation Spectrum 141\u003c\/p\u003e \u003cp\u003eMaking Decisions in Groups 148\u003c\/p\u003e \u003cp\u003eDegrees of Consensus 150\u003c\/p\u003e \u003cp\u003eDefining Consensus 150\u003c\/p\u003e \u003cp\u003eReaching a Decision 159\u003c\/p\u003e \u003cp\u003eThe Wisdom and Foolishness of Crowds 162\u003c\/p\u003e \u003cp\u003eHoneybee Decision Making 173\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 The Biology of Decision Making 177\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBrain Basics 178\u003c\/p\u003e \u003cp\u003eThe Lazy Brain 179\u003c\/p\u003e \u003cp\u003eVisual Illusions: What You See Isn’t What You Get 186\u003c\/p\u003e \u003cp\u003eExamples of Visual Illusions 189\u003c\/p\u003e \u003cp\u003eBrain Deception Beyond Visual Illusions 197\u003c\/p\u003e \u003cp\u003eThe Maturing Brain 200\u003c\/p\u003e \u003cp\u003eConclusion 207\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Toward an Empirically Rooted Understanding of Decision Making 211\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIn the Beginning: Toward an Empirical View 213\u003c\/p\u003e \u003cp\u003eEvidence of Unconscious Deliberation in Decision Making:\u003c\/p\u003e \u003cp\u003eThree Empirical Approaches 214\u003c\/p\u003e \u003cp\u003eThe Contribution of Empirical Research: Where Do We Stand? 228\u003c\/p\u003e \u003cp\u003eEmpirical Research on Decision Making in the Neurosciences 232\u003c\/p\u003e \u003cp\u003eThe Contribution of Neuropsychology Research: Where Do We Stand? 241\u003c\/p\u003e \u003cp\u003eThe Need for Research on Decisions of Consequence 242\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Seven Lessons 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSeven Lessons for Highly Effective Decision-Makers 248\u003c\/p\u003e \u003cp\u003eLast Word 258\u003c\/p\u003e \u003cp\u003eReferences 261\u003c\/p\u003e \u003cp\u003eAcknowledgments 267\u003c\/p\u003e \u003cp\u003eThe Author 269\u003c\/p\u003e \u003cp\u003eIndex 271\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e  \u003cp\u003e\u003cb\u003eJ. DAVIDSON FRAME\u003c\/b\u003e is academic dean and cofounder of the University of Management and Technology (UMT) in Arlington, Virginia, one of the first fully online degree-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-Bass, including the business bestseller \u003ci\u003eManaging Projects in Organizations, Third Edition\u003c\/i\u003e. He is a fellow of the Project Management Institute (PMI), where he received PMI’s Outstanding Contribution Award and was named PMI’s Person of the Year.   \u003c\/p\u003e\u003cp\u003eThe economic crisis of 2008–2009 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 positions—political power brokers, business leaders, and large segments of the general public—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 \u003ci\u003eFraming Decisions: Decision Making That Accounts for Irrationality, People, and Constraints\u003c\/i\u003e, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book’s subtitle—irrationality, people, and constraints.  \u003c\/p\u003e\u003cp\u003eFrame 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 \u003ci\u003esocial space\u003c\/i\u003e 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 – both as individuals and in groups.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eFraming Decisions\u003c\/i\u003e 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.\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47989241643237,"sku":"NP9781118014899","price":48.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118014899.jpg?v=1761783343","url":"https:\/\/k12savings.com\/es\/products\/framing-decisions-isbn-9781118014899","provider":"K12savings","version":"1.0","type":"link"}