{"product_id":"judgment-in-managerial-decision-making-isbn-9781118065709","title":"Judgment in Managerial Decision Making","description":"\u003cp\u003eBehavioral decision research provides many important insights into managerial behavior. From negotiation to investment decisions, the authors weave behavioral decision research into the organizational realm by examining judgment in a variety of managerial contexts.\u003c\/p\u003e \u003cp\u003eEmbedded with the latest research and theories, \u003ci\u003eManagerial Decision Making\u003c\/i\u003e  \u003ci\u003e8th Edition\u003c\/i\u003e gives students the opportunity to understand their own decision-making tendencies, learn strategies for overcoming cognitive biases, and become better decision makers.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Introduction to Managerial Decision Making 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Anatomy of Decisions 1\u003c\/p\u003e \u003cp\u003eSystem 1 and System 2 Thinking 3\u003c\/p\u003e \u003cp\u003eThe Bounds of Human Attention and Rationality 5\u003c\/p\u003e \u003cp\u003eIntroduction to Judgmental Heuristics 7\u003c\/p\u003e \u003cp\u003eAn Outline of Things to Come 10\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Overconfidence 14\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Mother of All Biases 14\u003c\/p\u003e \u003cp\u003eOverprecision 16\u003c\/p\u003e \u003cp\u003eOverestimation 22\u003c\/p\u003e \u003cp\u003eOverplacement 26\u003c\/p\u003e \u003cp\u003eLet's Hear it for Well-Calibrated Decision Making 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Common Biases 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBiases Emanating from the Availability Heuristic 34\u003c\/p\u003e \u003cp\u003eBiases Emanating from the Representativeness Heuristic 38\u003c\/p\u003e \u003cp\u003eBiases Emanating from the Confirmation Heuristic 46\u003c\/p\u003e \u003cp\u003eIntegration and Commentary 57\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Bounded Awareness 60\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInattentional Blindness 65\u003c\/p\u003e \u003cp\u003eChange Blindness 66\u003c\/p\u003e \u003cp\u003eFocalism and the Focusing Illusion 67\u003c\/p\u003e \u003cp\u003eBounded Awareness in Groups 69\u003c\/p\u003e \u003cp\u003eBounded Awareness in Strategic Settings 71\u003c\/p\u003e \u003cp\u003eDiscussion 81\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Framing and the Reversal of Preferences 82\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFraming and the Irrationality of the Sum of Our Choices 85\u003c\/p\u003e \u003cp\u003eWe Like Certainty, Even Pseudocertainty 87\u003c\/p\u003e \u003cp\u003eFraming and The Overselling of Insurance 90\u003c\/p\u003e \u003cp\u003eWhat's It Worth to You? 91\u003c\/p\u003e \u003cp\u003eThe Value We Place on What We Own 93\u003c\/p\u003e \u003cp\u003eMental Accounting 94\u003c\/p\u003e \u003cp\u003eRebate\/Bonus Framing 96\u003c\/p\u003e \u003cp\u003eJoint-versus-Separate Preference Reversals 98\u003c\/p\u003e \u003cp\u003eConclusion and Integration 100\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Motivational and Emotional Influences on Decision Making 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhen Emotion and Cognition Collide 105\u003c\/p\u003e \u003cp\u003eSelf-Serving Reasoning 112\u003c\/p\u003e \u003cp\u003eEmotional Influences on Decision Making 114\u003c\/p\u003e \u003cp\u003eSummary 117\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 The Escalation of Commitment 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Unilateral Escalation Paradigm 121\u003c\/p\u003e \u003cp\u003eThe Competitive Escalation Paradigm 123\u003c\/p\u003e \u003cp\u003eWhy Does Escalation Occur? 127\u003c\/p\u003e \u003cp\u003eIntegration 131\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Fairness and Ethics in Decision Making 132\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePerceptions of Fairness 133\u003c\/p\u003e \u003cp\u003eWhen We Resist \"Unfair\" Ultimatums 135\u003c\/p\u003e \u003cp\u003eWhen We are Concerned about the Outcomes of Others 139\u003c\/p\u003e \u003cp\u003eWhy do Fairness Judgments Matter? 142\u003c\/p\u003e \u003cp\u003eBounded Ethicality 143\u003c\/p\u003e \u003cp\u003eOverclaiming Credit 145\u003c\/p\u003e \u003cp\u003eIn-Group Favoritism 146\u003c\/p\u003e \u003cp\u003eImplicit Attitudes 147\u003c\/p\u003e \u003cp\u003eIndirectly Unethical Behavior 151\u003c\/p\u003e \u003cp\u003eWhen Values Seem Sacred 152\u003c\/p\u003e \u003cp\u003eThe Psychology of Conflicts of Interest 154\u003c\/p\u003e \u003cp\u003eConclusion 158\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Common Investment Mistakes 160\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Psychology of Poor Investment Decisions 162\u003c\/p\u003e \u003cp\u003eActive Trading 170\u003c\/p\u003e \u003cp\u003eAction Steps 171\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Making Rational Decisions in Negotiations 175\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Decision-Analytic Approach to Negotiations 176\u003c\/p\u003e \u003cp\u003eClaiming Value in Negotiation 179\u003c\/p\u003e \u003cp\u003eCreating Value in Negotiation 180\u003c\/p\u003e \u003cp\u003eThe Tools of Value Creation 185\u003c\/p\u003e \u003cp\u003eSummary and Critique 191\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Negotiator Cognition 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Mythical Fixed Pie of Negotiation 193\u003c\/p\u003e \u003cp\u003eThe Framing of Negotiator Judgment 195\u003c\/p\u003e \u003cp\u003eEscalation of Conflict 196\u003c\/p\u003e \u003cp\u003eOverestimating Your Value in Negotiation 198\u003c\/p\u003e \u003cp\u003eSelf-Serving Biases in Negotiation 200\u003c\/p\u003e \u003cp\u003eAnchoring in Negotiation 203\u003c\/p\u003e \u003cp\u003eConclusions 205\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Improving Decision Making 206\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategy 1: Use Decision-Analysis Tools 208\u003c\/p\u003e \u003cp\u003eStrategy 2: Acquire Expertise 213\u003c\/p\u003e \u003cp\u003eStrategy 3: Debias Your Judgment 216\u003c\/p\u003e \u003cp\u003eStrategy 4: Reason Analogically 219\u003c\/p\u003e \u003cp\u003eStrategy 5: Take an Outsider's View 222\u003c\/p\u003e \u003cp\u003eStrategy 6: Understand Biases in Others 223\u003c\/p\u003e \u003cp\u003eStrategy 7: Nudge Wiser and More Ethical Decisions 226\u003c\/p\u003e \u003cp\u003eConclusion 228\u003c\/p\u003e \u003cp\u003eReferences 231\u003c\/p\u003e \u003cp\u003eIndex 261\u003c\/p\u003e \u003cp\u003eIndex 743\u003c\/p\u003e \u003cp\u003eSubject Index 751\u003c\/p\u003e \u003cp\u003e\u003cb\u003eMax H. Bazerman\u003c\/b\u003e is the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School. In addition, Max is also formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation at Harvard. He is the author or co-author of over 150 research articles and chapters, and the author of numerous other books. Professor Bazerman was named one of the top 30 authors, speakers, and teachers of management by \u003ci\u003eExecutive Excellence\u003c\/i\u003e in each of their two most recent rankings.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDon Moore\u003c\/b\u003e is an Associate Professor of Organizational Behavior at Carnegie Mellon University's Tepper School of Business, and holder of the Carnegie Bosch Faculty Development chair. Don is also formally affiliated with CMU's Department of Social and Decision Sciences, and he is the founding director of the Center for Behavioral Decision Research. He received his Ph.D. in Organization Behavior from Northwestern University.\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eKeep Your Course Current\u003c\/b\u003e\u003cbr\u003e Visit WileyDifferenceinBusiness.com where you'll find: \u003c\/p\u003e\u003cp\u003eWiley's Weekly Updates news site sparks classroom debate around current events that apply to your business course topics. We save you time by emailing you—every Monday—the most relevant news articles and videos tagged to your textbook and complemented by discussion questions.  \u003c\/p\u003e\u003cp\u003eWiley encourages critical thinking with Business Hot Topics available through \u003ci\u003eWiley Custom Select\u003c\/i\u003e. Written by leading professionals and academics, these chapter length modules easily fit into your syllabus and can be packaged with or bound inside your Wiley text.  \u003c\/p\u003e\u003cp\u003eYou can choose from thousands of cases and articles from Darden Business Publishing to adopt or incorporate into your Wiley textbook. Adding flexible and relevant Business Cases to your course helps students learn how to apply concepts in context.  \u003c\/p\u003e\u003cp\u003eWiley empowers students to make real world decisions and apply what they learn in the classroom through a variety of Business Simulations, across all business school courses.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989493956837,"sku":"NP9781118065709","price":107.5,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118065709.jpg?v=1761784328","url":"https:\/\/k12savings.com\/es\/products\/judgment-in-managerial-decision-making-isbn-9781118065709","provider":"K12savings","version":"1.0","type":"link"}