- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- Organizational Decision Making: Mapping Terrains on Different Planets
- Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
- Information Overload Revisited
- Decision Making with Inaccurate, Unreliable Data
- Borgs in the Org? Organizational Decision Making and Technology
- Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
- Culture and Decision Making
- Facing the Threat of Disaster: Decision Making When the Stakes are High
- The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
- Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
- Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
- Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
- Linking Rationality, Politics, and Routines in Organizational Decision Making
- Superstitious Behavior as a Byproduct of Intelligent Adaptation
- On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
- Intuition in Organizational Decision Making
- Affect and Information Processing
- Individual Differences And Decision Making
- Group Composition and Decision Making
- Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
- The Social Construction of Rationality in Organizational Decision Making
- When “Decision Outcomes” are not the Outcomes of Decisions
- What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
- Teaching Decision Making
- Facilitating Serious Play
- Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
- Risk Communication in Organizations
- Structuring the Decision Process: An Evaluation of Methods
- Strategy Workshops and “Away Days” as Ritual
- Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
This article examines the effectiveness of methods that are designed to provide structure and support to decision making. Those that are primarily aimed at individual decision makers are examined first and then attention is turned to groups. In each case weaknesses of unaided decision making are identified and how successful the application of formal methods is likely to be in mitigating these weaknesses is assessed.
George Wright is Professor of Operational Research and Management Science at Warwick Business School, University of Warwick, UK. George is the Founding Editor of Journal of Behavioral Decision Making and an associate editor of two forecasting journals: International Journal of Forecasting and Journal of Forecasting. He is also an associate editor of Decision Support Systems. His publications have appeared in a range of US‐based management journals—including Organizational Behavior and Human Decision Processes, Management Science, and the Strategic Management Journal. George's books include, Decision Analysis for Management Judgement (3rd edn., Wiley, 2004, co‐authored with Paul Goodwin); Strategic Decision Making: A Best Practice Blueprint (Wiley, 2001); and The Sixth Sense: Accelerating Organizational Learning with Scenarios (Wiley, 2002, co‐authored).
Paul Goodwin is Professor of Management Science at the University of Bath. He has an MSc in Management Science and Operational Research from the University of Warwick and a PhD in Management Science from the University of Lancaster. His research interests are concerned with the role of management judgment in forecasting and decision making. Paul is an editor of the International Journal of Forecasting and a member of the editorial board of the Journal of Behavioral Decision Making. He also writes a column in Foresight, the international journal of applied forecasting, that is aimed at practitioners. He was, until recently, a Director of the International Institute of Forecasters and he has advised a large number of companies and public sector organizations on forecasting and decision making. A book he co-authored with George Wright, Decision Analysis for Management Judgment (Wiley), is recommended reading on a number of US and UK government web sites.
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