- 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 primarily aims to review theory and research on risk communication and identify gaps and limitations in this body of knowledge; to identify current trends and findings in this area; and to determine whether there are any general principles that organizational decision makers can use to improve their own communications. To achieve theses objectives the article contains short reviews of the primary areas of research on how people perceive and act in the face of risk. Following each of these reviews is a brief discussion of the implications of this work for the development of effective communication about risk. The recurrent theme running throughout the article is that effective communication depends upon taking account of a range of social factors that are not included in formal risk assessments.
John Maule is Emeritus Professor of Human Decision Making and a member of the Centre for Decision Research at Leeds University Business School. He is also a former President of the European Association for Decision Making. He carries out research on how people make judgements and take decisions and how we can use this knowledge to improve the effectiveness of these activities. Particular research interests include: the effects of emotion and time pressure on decision making; and the perception and communication of risk and how this varies across experts, the public, and other stakeholders. He has a strong commitment to applying academic theory and research on risk and decision making to work contexts, including the development of training courses to identify and overcome the factors that inhibit security awareness, acted as a consultant on risk and risk communication for Government Agencies, and run courses on this topic for private and public sector organizations.
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