Relevant bibliographies by topics / Group Decision Making

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Group Decision Making'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 July 2024

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Journal articles on the topic "Group Decision Making"

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Neale, Margaret A., and Walter C. Swap. "Group Decision Making." Administrative Science Quarterly 31, no. 4 (December 1986): 669. http://dx.doi.org/10.2307/2392973.

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KINOSHITA, Eizo, and Shinei TAKANO. "Group Decision Making." Doboku Gakkai Ronbunshu, no. 709 (2002): 1–2. http://dx.doi.org/10.2208/jscej.2002.709_1.

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KINOSHITA, Eizo, and Shin-ei TAKANO. "Group Decision Making." Doboku Gakkai Ronbunshu, no. 716 (2002): 2. http://dx.doi.org/10.2208/jscej.2002.716_2.

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Engel, David. "Group decision making." Evaluation Practice 7, no. 2 (May 1986): 51–54. http://dx.doi.org/10.1016/s0886-1633(86)80030-7.

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Palazzolo, Carl. "Group decision making." Journal of the American Veterinary Medical Association 209, no. 3 (August 1, 1996): 566–69. http://dx.doi.org/10.2460/javma.1996.209.03.566.

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Radovanovic, Bojana. "Individual decision making, group decision making and deliberation." Filozofija i drustvo 23, no. 2 (2012): 147–67. http://dx.doi.org/10.2298/fid1202147r.

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Each of us makes a number of decisions, from the less important to those with far-reaching consequences. As members of different groups, we are also actors of group decision making. In order to make a rational decision, a choice-making procedure must satisfy a number of assumptions (conditions) of rationality. In addition, when it comes to group decisions, those procedures should also be ?fair.? However, it is not possible to define a procedure of choice-making that would transform individual orders of alternatives based on preferences of perfectly rational individuals into a single social order and still meet conditions of rationality and ethics. The theory of deliberative democracy appeared in response to the impossibility of Social Choice theory. The basic assumption of deliberative democracy is that individuals adjust their preferences taking into account interests of the community. They are open for discussion with other group members and are willing to change their attitudes in order to achieve common interests. Ideally, group members come to an agreement during public discussion (deliberation). Still, this concept cannot completely over?come all the difficulties posed by the theory of social choice. Specifically, there is no solution for strategic and manipulative behavior of individuals. Also, the concept of deliberative democracy faces certain problems particular to this approach, such as, to name but a few, problems with the establishment of equality of participants in the debate and their motivation, as well as problems with the organization of public hearings.
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Payne, John, and Arnold Wood. "Individual Decision Making and Group Decision Processes." Journal of Psychology and Financial Markets 3, no. 2 (June 2002): 94–101. http://dx.doi.org/10.1207/s15327760jpfm0302_04.

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Kalech, Meir. "Decision-Making under Group Commitment." Mathematics 9, no. 17 (August 27, 2021): 2080. http://dx.doi.org/10.3390/math9172080.

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Coordination is essential for establishing and sustaining teamwork. Agents in a team must agree on their tasks and plans, and thus, group decision-making techniques are necessary to reach agreements in teams. For instance, to agree on a joint task, the agents can provide their preferences for the alternative tasks, and the best alternative could be selected by majority. Previous works assumed that agents only provide their preferences for the alternatives. However, when selecting a joint task for teamwork, it is essential to consider not only the preferences of the agents, but also the probability of the agents being able to execute the task if it is selected. In this paper, we propose a novel model, the decIsion-MAking under Group commItmeNt modEl (IMAGINE), for computing the optimal decision for a team considering several parameters. Each agent provides: (1) the utility of each alternative for the team, (2) the associated cost for the agent by executing the alternative, and (3) the probability that the agent will be able to execute the alternative task. The IMAGINE gathers these data from the agents, as well as the requisite quorum for each alternative task, which is the minimum number of agents required to complete the task successfully. Given this information, the IMAGINE determines the optimal decision for the group. We evaluated the IMAGINE by comparing it to a baseline method that does not consider the quorum requirement. We show that the IMAGINE generally comes up with a better decision than the baseline method and that the higher the quorum, the better the decisions the IMAGINE makes are.
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Björnsson, Gunnar. "Group Duties Without Decision-Making Procedures." Journal of Social Ontology 6, no. 1 (August 26, 2020): 127–39. http://dx.doi.org/10.1515/jso-2020-0049.

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AbstractStephanie Collins’ Group Duties offers interesting new arguments and brings together numerous interconnected issues that have hitherto been treated separately. My critical commentary focuses on two particularly original and central claims of the book: (1) Only groups that are united under a group-level decision-making procedure can bear duties. (2) Attributions of duties to other groups should be understood as attributions of “coordination duties” to each member of the group, duties to either take steps responsive to the others with a view to the group’s doing what is said to be its duty or to express willingness to do so. In support of the first claim, Collins argues that only groups that can make decisions can bear duties, and that the ability to make decisions requires the relevant sort of decision-making procedure. I suggest that both parts of this argument remain in need of further support. I furthermore argue that Collins’ account of coordination duties gets certain kinds of cases wrong, and suggest that attributions of duties to groups without decision-making procedures are more plausibly understood as attributing shared duties grounded in demands on the group’s members to care about the values at stake.
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Song, Hanqun, Ying Wang, and Beverley A. Sparks. "Chinese Travelers' Group Decision-making." Tourism Analysis 23, no. 4 (December 20, 2018): 561–65. http://dx.doi.org/10.3727/108354218x15391984820530.

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Dissertations / Theses on the topic "Group Decision Making"

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Cook, Edward. "Group Decision-Making." VCU Scholars Compass, 2019. https://scholarscompass.vcu.edu/etd/5928.

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The present work explores improvements in group decision-making. It begins with a practical example using state-of-the-art techniques for a complex, high-risk decision. We show how these techniques can reveal a better alternative. Although we created an improved decision process, decision-makers were apt to protect their own organizations instead of the project. This tendency was reduced over the course of the decision-making process but inspired the first conceptual component of this work. The first concept describes the “Cost of Conflict” that can arise in a group decision, using game theory to represent the non-cooperative approach and comparing the outcome to the cooperative approach. We demonstrate that it is possible for the group to settle on a non-Paretto Nash equilibrium. The sensitivity of the decision-maker weights is revealed which led to the second conceptual portion of this work. The second concept applies social network theory to study the influence between decision-makers in a group decision. By examining the number and strength of connections between decision-makers, we build from intrinsically derived weights to extrinsically derived weights by adding the network influences from other decision-makers. The two conceptual approaches provide a descriptive view of non-cooperative decisions where decision-makers still influence each other. These concepts suggest a prescriptive approach to achieving a higher group utility.
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Zápal, Jan. "Dynamic group decision making." Thesis, London School of Economics and Political Science (University of London), 2012. http://etheses.lse.ac.uk/448/.

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A common theme running throughout the three chapters of this thesis is dynamic recurring group decision making. The first chapter sets up a model with endogenous status-quo (dynamic bargaining model) in which decision makers are uncertain about their own future preferences. The main focus of the chapter is on how different bargaining protocols influence equilibrium decisions. The two protocols considered are i) implicit status-quo bargaining protocol in which present period policy serves as the status-quo for the next period and ii) explicit status-quo bargaining protocol in which the current decision involves both current policy and a possibly different status-quo for the future. The main observation of the chapter is that the former bargaining protocol leads to decisions diverging from the preferences of the actors involved even in the periods in which their preferences coincide, this divergence being driven by the concerns to maintain a bargaining position for the future. The latter bargaining protocol, on the other hand, delivers decisions fully reflecting preferences of the actors involved in the periods when these coincide, but may lead to decisions re ecting only the proposer's preferences. The second chapter shows how to construct equilibria in a class of dy-namic bargaining models in which players have fixed preferences over all the dimensions of a policy space. The construction applies both to one-dimensional and multi-dimensional policy spaces and delivers equilibria with simple and intuitive structure. The chapter works out several examples to show i) the multiplicity of equilibria and ii) the non-monotonicity of the existence of the simple equilibria in the underlying model parameters. The third paper is a collaborative work with Roman Horvath and Katerina Smidkova from the Czech National Bank currently published as a CNB working paper). The chapter analyses decision making in monetary policy committees, the decision making bodies of central banks. On the empirical side, the chapter shows that voting records of monetary policy committees are informative about their own future decisions. On the theoretical side, the chapter shows that the voting records' predictive power can be generated through theoretical models used in the group decision making literature.
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Bajracharya, Sanjana. "Interactive visualization for group decision-making." Thesis, University of British Columbia, 2014. http://hdl.handle.net/2429/50262.

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In infrastructure planning, identifying ‘the best solution’ out of a given set of alternatives is a context-dependent multi-dimensional multi-stakeholder challenge in which competing criteria must be identified and trade-offs made. In a recent study, colleagues from Institute of Resources, Sustainability and Environment found that there is a need for a visualization tool that enables planners and decision makers to collectively explore individual preferences among those involved in the decision. This thesis concerns designing and evaluating an interactive visualization tool that facilitates group decisions by making the problem analysis more participatory, transparent, and comprehensible. To do so, we extend the interactive visualization tool ValueCharts to create Group ValueCharts. We conducted studies with two different groups to evaluate the effectiveness of Group ValueCharts in group decision-making. The first group was university staff in leading positions in different departments, presently engaged in and responsible for water infrastructure planning. The second group was employees of an analytics company who are involved in buying scientific software licenses. Each group was instructed on how to use the tool in application to their current decision problem. The discussions were audio recorded and the participants were surveyed to evaluate usability. The results indicate that participants felt the tool improved group interaction and information exchange, and made the discussion more participatory. Additionally, the participants strongly concur that the tool reveals disagreements and agreements within the group. These results suggest that Group ValueCharts has the ability to enhance transparency and comprehensibility in group decision-making.
Science, Faculty of
Computer Science, Department of
Graduate
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Castaneda, Maria de los Dolores Sanchez. "Group Decision Making : Theory and Applications." Thesis, University of Kent, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.499771.

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Morris, Leigh. "Leadership influence in group decision making." Thesis, University of Kent, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.263744.

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Robertson, David Whittaker. "A Comparison of Three Group Decision-Making Strategies and Their Effects on the Group Decision-Making Process." Diss., Virginia Tech, 2002. http://hdl.handle.net/10919/27252.

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The objective of this experiment was to compare three group decision-making strategies and their effects on the group decision-making process. Two of the strategies, Dialectical Inquiry and Devilâ s Advocacy, were structured while the control condition, Unstructured Consensus Seeking, was non-directed, thus unstructured. The following dependent variables were measured: (a) decision quality, (b) cognitive conflict, (c) affective conflict, and (d) decision commitment. Seventy-two undergraduate participants were randomly assigned across 3 conditions into groups of 6 to solve an interactive group decision task. Thirty-six trained observers were randomly assigned across the same conditions to observe intra-group cognitive and affective conflict and to assess how well the undergraduate participants implemented the structured approaches. The unit of comparison was groups (n = 12). The results of this study were analyzed using analysis of variance and no statistical difference was found between the treatment groups on any of the four dependent variables measured. Cognitive conflict levels and commitment to the decision, while not statistically significant, were higher in the two structured conditions compared to the unstructured control condition. A discussion of these results along with directions for future research is provided.
Ph. D.
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Mueller, David Gregory. "The Influence of Group Representation on Group Decision-making." Miami University / OhioLINK, 2005. http://rave.ohiolink.edu/etdc/view?acc_num=miami1124111352.

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Lorek, Emily J. "Does Group Leadership affect Stress and Group Decision-Making?" Marietta College Honors Theses / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=marhonors1398348630.

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Müller-Trede, Johannes. "Advisors and groups: essays in social decision making." Doctoral thesis, Universitat Pompeu Fabra, 2012. http://hdl.handle.net/10803/81075.

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The three chapters of this thesis investigate social aspects of judgment and decision making. Chapter One analyses the consequences of making decisions based on predictions of future well-being, and the conditions under which advice can improve these decisions. It shows that an interaction between errors in affective forecasts and the choice process leads to suboptimal decisions and disappointment, and establishes conditions under which advice reduces these effects. The second chapter investigates the boundaries of the result that eliciting more than one estimate from the same person and averaging these can lead to accuracy gains in judgment tasks. It reveals that the technique works only for specific kinds of questions, and people are reluctant to average their initial answers when asked for a final estimate. Finally, Chapter Three reviews experimental results regarding individual and small group behaviour in strategic decision tasks and provides a theoretical framework to analyse the observed differences.
Aquesta tesi investiga diferents aspectes socials de la presa de decisions. El primer capítol analitza les decisions preses en base a les prediccions del benestar futur, i en quines situacions els consells d’altres persones poden millorar aquestes decisions. Es mostra que una interacció entre el procés de l’elecció i les imperfeccions de les prediccions condueix a decisions subòptimes i a la decepció, i s’estableixen les condicions sota les quals els consells redueixen aquests efectes. El segon capítol investigaels casos en què les persones poden millorar les seves prediccions numèriques donant més d’una estimació i prenent-ne la mitjana. A base d’un experiment, es mostra que la tècnica funciona només amb determinats tipus de preguntes, i que les persones són averses a prendre mitjanes de les seves estimacions inicials quan es pregunta per una estimació final. L’últim capítol revisa els resultats experimentals referents a la presa de decisions estratègiques de la persona individual comparats amb els de la persona que forma part d’un grup reduït i proporciona un marc teòric en el que analitza les diferències que s’observen en el seu comportament
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Kern, Wilfried. "The effects of group cohesiveness on group conformity and member satisfaction." Thesis, This resource online, 1992. http://scholar.lib.vt.edu/theses/available/etd-03032009-040758/.

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Books on the topic "Group Decision Making"

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Patton, Bobby R. Decision-making group interaction. 3rd ed. New York: Harper & Row, 1989.

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Palomares Carrascosa, Iván. Large Group Decision Making. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-01027-0.

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Corcoran, P. E. Good decision making. [Corvallis, Or.]: Oregon State University Extension Service, 1999.

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L, Kerr Norbert, ed. Group process, group decisions, group action. 2nd ed. Philadelphia, PA: Open University Press, 2003.

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Yu, Su-Min, and Zhi-Jiao Du. Large-Scale Group Decision-Making. Singapore: Springer Singapore, 2022. http://dx.doi.org/10.1007/978-981-16-7889-9.

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Y, Hirokawa Randy, and Poole Marshall Scott 1951-, eds. Communication and group decision making. 2nd ed. Thousand Oaks, Calif: SAGE Publications, 1996.

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Y, Hirokawa Randy, and Poole Marshall Scott 1951-, eds. Communication and group decision-making. Beverly Hills: Sage Publications, 1986.

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Gunnarsson, Magnus. Group decision-making: Language and interaction. 2nd ed. Göteborg: Department of Linguistics, Göteborg University, 2006.

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Patton, Bobby R. Decision-making group interaction: Achieving quality. 4th ed. Boston: Allyn and Bacon, 2003.

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R, Frey Lawrence, and Barge J. Kevin, eds. Managing group life: Communicating in decision-making groups. Boston: Houghton Mifflin, 1997.

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Book chapters on the topic "Group Decision Making"

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Reimer, Torsten, Nathanael Johnson, and Juan Pablo Loaiza-Ramírez. "Group Decision Making." In Group Communication, 200–218. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003227458-17.

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Eisenführ, Franz, Martin Weber, and Thomas Langer. "Group decisions." In Rational Decision Making, 345–70. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-02851-9_12.

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Zahedi, Fatemeh Mariam. "Group decision making." In Encyclopedia of Operations Research and Management Science, 343–50. New York, NY: Springer US, 2001. http://dx.doi.org/10.1007/1-4020-0611-x_406.

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Marwala, Tshilidzi. "Group Decision Making." In Artificial Intelligence Techniques for Rational Decision Making, 131–50. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11424-8_8.

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Bungartz, Hans-Joachim, Stefan Zimmer, Martin Buchholz, and Dirk Pflüger. "Group Decision Making." In Springer Undergraduate Texts in Mathematics and Technology, 99–110. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39524-6_4.

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Zahedi, Fatemeh Mariam. "Group Decision Making." In Encyclopedia of Operations Research and Management Science, 668–77. Boston, MA: Springer US, 2013. http://dx.doi.org/10.1007/978-1-4419-1153-7_406.

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Newell, Ben R., David A. Lagnado, and David R. Shanks. "Group Decision Making." In Straight Choices, 241–54. 3rd ed. London: Psychology Press, 2022. http://dx.doi.org/10.4324/9781003289890-16.

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Xia, Meimei, and Jian Chen. "Group Decision-Making." In Translational Systems Sciences, 255–84. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-99-1075-5_9.

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Shiping, Chen. "Group Decision-Making." In The ECPH Encyclopedia of Psychology, 1–3. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-99-6000-2_202-1.

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Rouwette, Etiënne A. J. A., and L. Alberto Franco. "Group model building." In Engaged Decision Making, 53–71. New York: Routledge, 2024. http://dx.doi.org/10.4324/9781003404200-6.

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Conference papers on the topic "Group Decision Making"

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Delic, Amra, Julia Neidhardt, and Hannes Werthner. "Group Decision Making and Group Recommendations." In 2018 IEEE 20th Conference on Business Informatics (CBI). IEEE, 2018. http://dx.doi.org/10.1109/cbi.2018.00018.

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Delic, Amra, Julia Neidhardt, Thuy Ngoc Nguyen, Francesco Ricci, Laurens Rook, Hannes Werthner, and Markus Zanker. "Observing Group Decision Making Processes." In RecSys '16: Tenth ACM Conference on Recommender Systems. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2959100.2959168.

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Adla, Abdelkader. "Agent-Based Group Decision Making." In 2008 The Third International Conference on Software Engineering Advances (ICSEA). IEEE, 2008. http://dx.doi.org/10.1109/icsea.2008.76.

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Flügge, Asbjørn William Ammitzbøll, Thomas Hildebrandt, and Naja Holten Møller. "Algorithmic Decision Making in Public Services." In GROUP '20: The 2020 ACM International Conference on Supporting Group Work. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3323994.3369886.

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Flügge, Asbjørn Ammitzbøll. "Algorithmic Decision Making in Public Administration." In GROUP '20: The 2020 ACM International Conference on Supporting Group Work. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3323994.3371016.

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Osmani, Juliana. "THE ROLE OF AGE AND GENDER IN GROUP DECISION-MAKING PROPENSITY." In 6th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eraz.2020.147.

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Increasingly, organizations are oriented towards groups to make decisions. This is because some contextual factors have undergone significant changes. Companies are operating in a competitive, dynamic and complex environment, having to face with unstructured and non-programmed decisions. Organizations are also oriented towards participatory processes in order to benefit from the important advantages that these processes offer. The main goal of the current research is to understand if there is a correlation between group decision-making propensity, age and gender. The motivation for the current research starts from the consideration that the degree of preference for group decision-making processes determines the contribution and commitment of the members, with important consequences on the decisions’ effectiveness. The processing and analysis of the collected data indicate that adults prefer group decision-making processes more than young people and women prefer group decision-making processes less than men.
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Ryan, Andrew. "IMPROVING GROUP DECISION MAKING IN THE COLLABORATIVE DECISION." In AIAA's Aircraft Technology, Integration, and Operations (ATIO) 2002 Technical Forum. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2002. http://dx.doi.org/10.2514/6.2002-5864.

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Yeh, Chung-Hsing, and Yu-Hern Chang. "Validating multiattribute decision making methods for supporting group decisions." In 2008 IEEE Conference on Cybernetics and Intelligent Systems (CIS). IEEE, 2008. http://dx.doi.org/10.1109/iccis.2008.4670799.

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Ramanathan, R. "Group Decision Making Using Multiplicative AHP." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 1996. http://dx.doi.org/10.13033/isahp.y1996.039.

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Rahimian, M. Amin, and Ali Jadbabaie. "Group decision making and social learning." In 2016 IEEE 55th Conference on Decision and Control (CDC). IEEE, 2016. http://dx.doi.org/10.1109/cdc.2016.7799314.

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Reports on the topic "Group Decision Making"

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Marold, Juliane, Ruth Wagner, Markus Schöbel, and Dietrich Manzey. Decision-making in groups under uncertainty. Fondation pour une culture de sécurité industrielle, February 2012. http://dx.doi.org/10.57071/361udm.

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The authors have studied daily decision-making processes in groups under uncertainty, with an exploratory field study in the medical domain. The work follows the tradition of naturalistic decision-making (NDM) research. It aims to understand how groups in this high reliability context conceptualize and internalize uncertainties, and how they handle them in order to achieve effective decision-making in their everyday activities. Analysis of the survey data shows that uncertainty is thought of in terms of issues and sources (as identified by previous research), but also (possibly a domain-specific observation) as a lack of personal knowledge or skill. Uncertainty is accompanied by emotions of fear and shame. It arises during the diagnostic process, the treatment process and the outcome of medical decision making. The most frequently cited sources of uncertainty are partly lacking information and inadequate understanding owing to instability of information. Descriptions of typical group decisions reveal that the individual himself is a source of uncertainty when a lack of knowledge, skills and expertise is perceived. The group can serve as a source of uncertainty if divergent opinions in the decision making group exist. Three different situations of group decisions are identified: Interdisciplinary regular meetings (e.g. tumor conferences), formal ward meetings and ad hoc consultations. In all healthcare units concerned by the study, only little use of structured decision making procedures and processes is reported. Strategies used to handle uncertainty include attempts to reduce uncertainty by collecting additional information, delaying action until more information is available or by soliciting advice from other physicians. The factors which ultimately determine group decisions are hierarchy (the opinion of more senior medical staff carries more weight than that of junior staff), patients’ interest and professional competence. Important attributes of poor group decisions are the absence of consensus and the use of hierarchy as the predominant decision criterion. On the other hand, decisions judged to be effective are marked by a sufficient information base, a positive discussion culture and consensus. The authors identify four possible obstacles to effective decision making: a steep hierarchy gradient, a poor discussion culture, a strong need for consensus, and insufficient structure and guidance of group decision making processes. A number of intervention techniques which have been shown in other industries to be effective in improving some of these obstacles are presented.
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Barlow, Richard E., Sergio Wechsler, and Fabio Spizzichino. De Finett's Approach to Group Decision Making. Fort Belvoir, VA: Defense Technical Information Center, June 1987. http://dx.doi.org/10.21236/ada188074.

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Fischer, Ute M. Methods for Analyzing Group Problem Solving Decision Making. Fort Belvoir, VA: Defense Technical Information Center, May 1996. http://dx.doi.org/10.21236/ada312002.

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Perano, Kenneth J., Steve Tucker, Carmen M. Pancerella, Adele Beatrice Doser, Nina M. Berry, and Ronald D. Kyker. Adaptive awareness for personal and small group decision making. Office of Scientific and Technical Information (OSTI), December 2003. http://dx.doi.org/10.2172/918265.

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Borissova, Daniela, and Delyan Keremedchiev. Product Configuration Design via Group Decision Making and Combinatorial Optimization. "Prof. Marin Drinov" Publishing House of Bulgarian Academy of Sciences, September 2019. http://dx.doi.org/10.7546/crabs.2019.09.13.

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Elvers, Greg C. Signal Detection Analysis of Computer Enhanced Group Decision Making Strategies. Fort Belvoir, VA: Defense Technical Information Center, November 2007. http://dx.doi.org/10.21236/ada520242.

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7

Wallsten, Thomas S. Workshop on Information Aggregation in Group and Individual Decision Making. Fort Belvoir, VA: Defense Technical Information Center, May 2003. http://dx.doi.org/10.21236/ada423004.

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Richards, Whitman. Computational Models for Belief Revision, Group Decision-Making and Cultural Shifts. Fort Belvoir, VA: Defense Technical Information Center, October 2010. http://dx.doi.org/10.21236/ada567102.

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Borissova, Daniela. A Group Decision Making Model Considering Experts Competency: an Application in Personnel Selection. "Prof. Marin Drinov" Publishing House of Bulgarian Academy of Sciences, November 2018. http://dx.doi.org/10.7546/crabs.2018.11.11.

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Rojas Méndez, Ana María, and Carlos Scartascini. Debiasing Policymakers: The Role of Behavioral Economics Training. Inter-American Development Bank, April 2024. http://dx.doi.org/10.18235/0012888.

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Abstract:
Behavioral biases often lead to suboptimal decisions, a vulnerability that extends to policymakers who operate under conditions of fatigue, stress, and time constraints and with significant implications for public welfare. While behavioral economics offers strategies like default adjustments to mitigate decision-making costs, deploying these policy interventions is not always feasible. Thus, enhancing the quality of policy decision-making is crucial, and evidence suggests that targeted training can boost job performance among policymakers. This study evaluates the impact of a behavioral training course on policy decision-making through a randomized experiment and a survey test that incorporates problem-solving and decision-making tasks among approximately 25,000 participants enrolled in the course. Our findings reveal a significant improvement in the treated group, with responses averaging 0.6 standard deviations better than those in the control group. Given the increasing prevalence of such courses, this paper underscores the potential of behavioral training in improving policy decisions and advocates for further research through additional experimental studies.
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