Wharton on Making Decisions

Praise for WHARTON ON MAKING DECISIONS
"Provides a unique blend of theory and practical experience. The authors’ insights are at many times humorous, always instructive, and definitely thought–provoking. This book should be recommended reading for decision makers in today’s fast–moving world where alternative choices are increasing in number, complexity, and importance."
—Arthur D. Collins Jr., Chairman and CEO, Medtronic, Inc.
"This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process. Wharton on Making Decisions does just that."
—Rakesh Gangwal, Chairman, President, and CEO, Worldspan
"Takes a thorough look at the hard and soft sides of decision making–the intuitive as well as the analytical. With the frenetic pace and complexities of decision making today, this is reading that no manager should miss."
—Robert S. Morrison, Chairman, President, and CEO, The Quaker Oats Company
"The depth and breadth of the Wharton collection will help establish the case for the decision sciences to become a new major field of undergraduate and graduate studies at many universities (including my own at Harvard). Thanks, Wharton!"
—Howard Raiffa, Frank P. Ramsey Professor (Emeritus) of Managerial Economics, Harvard Business School
"As managers, we would be pretty disappointed if someone could give us our batting average on the decisions we make. I have no doubt that this book can improve your average."
—Jean–Pierre Rosso, Chairman, CNH Global N.V.
"Offers penetrating insight into the art and science of decision making. Relevant to both business and personal life, it’s a must–read for any decision maker."
—Alfred P. West Jr., Chairman and CEO, SEI Investments

Spis treści:
Chapter 1. A Complex Web of Decisions (Stephen J. Hoch and Howard C. Kunreuther).
PART I. PERSONAL DECISION MAKING.
Chapter 2. The Emotional Nature of Decision Trade–Offs (Mary Frances Luce, John W. Payne and James R. Bettman).
Chapter 3. Bumbling Geniuses: The Power of Everyday Reasoning in Multistage Decision Making (Robert J. Meyer and J. Wesley Hutchinson).
Chapter 4. Choosing Variety (Barbara E. Kahn and Andrea Morales).
PART II. MANAGERIAL DECISION MAKING.
Chapter 5. Combining Models with Intuition to Improve Decisions (Stephen J. Hoch).
Chapter 6. Reflective versus Expedient Decision Making: Views from East and West (Karen A. Jehn and Keith Weigelt).
Chapter 7. Decision Making in Complex Environments: New Tools for a New Age (Paul R. Kleindorfer).
Chapter 8. Managing Frames to Make Better Decisions (Paul J.H. Schoemaker and J. Edward Russo).
PART III. MULTIPARTY DECISION MAKING.
Chapter 9. Strategic Learning and Teaching (Colin F. Camerer and Teck H. Ho).
Chapter 10. Reputations in Negotiation (Steven Glick and Rachel Croson).
Chapter 11. Deception in Negotiations (Maurice E. Schweitzer).
Chapter 12. Electronic Bargaining: The Perils of E–Mail and the Promise of Computer–Assisted Negotiations (G. Richard Shell).
PART IV. IMPACT OF DECISION MAKING ON SOCIETY.
Chapter 13. A Change of Heart: Unexpected Responses to Medical Testing (John Hershey and David A. Asch).
Chapter 14. Values and Decisions (J Irwin and Jonathan Baron).
Chapter 15. Protective Decisions: Fear or Prudence (Howard C. Kunreuther).
Chapter 16. Learners or Lemmings: The Nature of Information Cascades (Felix Oberholzer–Gee).
Chapter 17. Split Personality: Inconsistencies in Private and Public Decisions (Mark V. Pauly).
Notes.
Index.


Nota biograficzna:
STEPHEN J. HOCH is the John J. Pomerantz Professor of Marketing at the Wharton School.
HOWARD C. KUNREUTHER is t he Cecilia Yen Koo Professor of Decision Sciences and Public Policy and Management, and Codirector of the Risk Management and Decision Processes Center at the Wharton School.
ROBERT E. GUNTHER was the coordinating writer for Wharton on Managing Emerging Technologies and Wharton on Dynamic Competitive Strategy.

Okładka tylna:
Praise for WHARTON ON MAKING DECISIONS
"Provides a unique blend of theory and practical experience. The authors’ insights are at many times humorous, always instructive, and definitely thought–provoking. This book should be recommended reading for decision makers in today’s fast–moving world where alternative choices are increasing in number, complexity, and importance."
—Arthur D. Collins Jr., Chairman and CEO, Medtronic, Inc.
"This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process. Wharton on Making Decisions does just that."
—Rakesh Gangwal, Chairman, President, and CEO, Worldspan
"Takes a thorough look at the hard and soft sides of decision making–the intuitive as well as the analytical. With the frenetic pace and complexities of decision making today, this is reading that no manager should miss."
—Robert S. Morrison, Chairman, President, and CEO, The Quaker Oats Company
"The depth and breadth of the Wharton collection will help establish the case for the decision sciences to become a new major field of undergraduate and graduate studies at many universities (including my own at Harvard). Thanks, Wharton!"
—Howard Raiffa, Frank P. Ramsey Professor (Emeritus) of Managerial Economics, Harvard Business School
"As managers, we would be pretty disappointed if someone could give us our batting average on the decisions we make. I have no doubt that this book can imp rove your average."
—Jean–Pierre Rosso, Chairman, CNH Global N.V.
"Offers penetrating insight into the art and science of decision making. Relevant to both business and personal life, it’s a must–read for any decision maker."
—Alfred P. West Jr., Chairman and CEO, SEI Investments