Judgment in Managerial Decision Making, 4th Edition

by Bazerman, Max H.; Bazerman, Max

• ISBN13: 9780471178071
• ISBN10: 0471178071
• Edition: 4th
• Format: Paperback
• Copyright: 1997-07-01
• Publisher: Wiley

Summary

Max H. Bazerman 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. Max was named one of the top 30 authors, speakers, and teachers of management by Executive Excellence in each of their two most recent rankings.

Author Biography

Max H. Bazerman 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.

Table of Contents

Chapter 1 Introduction to Managerial Decision Making	1	(10)
The Anatomy of a Decision	3	(1)
Bounded Rationality	4	(2)
Introduction to Judgmental Heuristics	6	(2)
An Outline of Things to Come	8	(3)
Chapter 2 Biases	11	(31)
Biases Emanating from the Availability Heuristic	12	(7)
Biases Emanating from the Representativeness Heuristic	19	(8)
Biases Emanating from Anchoring and Adjustment	27	(7)
Two More General Biases	34	(5)
Integration and Commentary	39	(3)
Chapter 3 Judgment under Uncertainty	42	(24)
Avoiding Uncertainty: A Common Response	42	(2)
A Normative Background to Risk	44	(3)
The Framing of Information	47	(3)
The Framing of Risky Problems: Nine Questions to Consider	50	(13)
Integration of Various Framing Effects	63	(1)
Summary	64	(2)
Chapter 4 The Nonrational Escalation of Commitment	66	(12)
The Unilateral Escalation Paradigm	68	(2)
The Competitive Escalation Paradigm	70	(3)
Why Does Escalation Occur?	73	(4)
Integration	77	(1)
Chapter 5 Fairness in Decision Making	78	(10)
When Do We Accept the Role of Supply and Demand?	79	(2)
The Influence of Ultimatums	81	(3)
Concern for the Outcomes of Others	84	(2)
Summary	86	(2)
Chapter 6 Motivational Biases	88	(17)
When Motivation and Cognition Collide	88	(6)
Positive Illusions	94	(5)
Egocentrism	99	(3)
The Role of Regret Avoidance in Decision Making	102	(2)
Summary	104	(1)
Chapter 7 Making Rational Decisions in Two-Party Negotiations	105	(23)
A Decision Analytic Approach to Negotiations	106	(2)
Distribution in Negotiation	108	(2)
Integration in Negotiation	110	(5)
An Extended Example of Thinking Rationally in Negotiation: The Case of El-Tek	115	(11)
Integration and Critique	126	(2)
Chapter 8 Negotiator Cognition	128	(13)
The Mythical Fixed Pie of Negotiations	128	(2)
The Framing of Negotiator Judgment	130	(3)
The Nonrational Escalation of Conflict	133	(1)
Negotiator Overconfidence	134	(2)
Ignoring the Cognitions of Others	136	(3)
Integration	139	(2)
Chapter 9 Decision Making with More Than Two Parties	141	(23)
Competitive Bidding	142	(2)
Assisted Decision Making	144	(4)
Group Decision Making	148	(7)
Coalitions	155	(4)
Social Dilemmas	159	(3)
Summary	162	(2)
Chapter 10 Improving Decision Making	164	(16)
Strategy 1: Acquiring Experience and Expertise	165	(3)
Strategy 2: Debiasing Judgment	168	(2)
Strategy 3: Using Linear Models Based on Expert Judgment	170	(4)
Strategy 4: Adjusting Intuitive Predictions	174	(2)
Conclusion	176	(4)
References	180	(12)
Index	192