- Oxford Library of Psychology
- The Oxford Handbook of Evidence-Based Management
- Oxford Library of Psychology
- About the Editor
- Envisioning Evidence-Based Management
- Learning from Other Evidence-Based Practices: The Case of Medicine
- A Design Science Approach to Evidence-Based Management
- Organizational Behavior’s Contributions to Evidence-Based Management
- Evidence-Based Management in “Macro” Areas: The Case of Strategic Management
- Evidence-Based Entrepreneurship (EBE): A Systematic Approach to Cumulative Science
- Systematic Review and Evidence Synthesis as a Practice and Scholarship Tool
- Research Findings Practitioners Resist: Lessons for Management Academics from Evidence-Based Medicine
- Enabling Evidence-Based Management: Bridging the Gap between Academics and Practitioners
- Adventures in the Evidence-Based Management Trade
- At the Intersection of the Academy and Practice at Asbury Heights
- Evidence-Based <i>Decision</i> Management
- Decision Logic in Evidence-Based Management: Can Logical Models From Other Disciplines Improve Evidence-Based Human-Resource Decisions?
- Evidence-Based Management (EBMgt) Using Organizational Facts
- Buried Treasure: A Business Librarian’s Insights on Finding the Evidence
- Culture and Evidence-Based Management
- Designing Strategies for the Implementation of EBMgt among Senior Management, Middle Management, and Supervisors
- Teaching and Learning Using Evidence-Based Principles
- Reflections on Teaching Evidence-Based Management
- From the 3 Rs to the 4 Rs: Toward Doctoral Education that Encourages Evidence-Based Management through Problem-Focused Research
- Creating Evidence-Based Management Textbooks
- Beyond “New Scientific Management” Critical Reflections on the Epistemology of Evidence-Based Management
- The Politics of Evidence-Based Decision Making
Abstract and Keywords
Decision making is the lifeblood of every organization and the central focus in the practice of evidence-based management (EBMgt). To help guide the practice of EBMgt, this chapter describes fundamental concepts of decision making and decision management. It begins with a discussion of the features that distinguish decision making from other, related concepts, such as more general problem solving and judgment. It then describes how crucial aspects of decision management are approached especially effectively when decision processes are broken down into essential elements. It then describes the theory known as the “cardinal decision issue perspective,” and illustrates its use as a decision management tool.
J. Frank Yates, Department of Psychology, University of Michigan
Georges A. Potworowski, Department of Family Medicine, University of Michigan
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