Journal articles: 'Rational decision making'

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Walker, Antony. "Rational decision-making." Bulletin of the Royal College of Surgeons of England 99, no. 5 (May 2017): 175. http://dx.doi.org/10.1308/rcsbull.2017.175.

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Bhui, Rahul, Lucy Lai, and Samuel J. Gershman. "Resource-rational decision making." Current Opinion in Behavioral Sciences 41 (October 2021): 15–21. http://dx.doi.org/10.1016/j.cobeha.2021.02.015.

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Mann, Richard P. "Collective decision making by rational individuals." Proceedings of the National Academy of Sciences 115, no. 44 (October 15, 2018): E10387—E10396. http://dx.doi.org/10.1073/pnas.1811964115.

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The patterns and mechanisms of collective decision making in humans and animals have attracted both empirical and theoretical attention. Of particular interest has been the variety of social feedback rules and the extent to which these behavioral rules can be explained and predicted from theories of rational estimation and decision making. However, models that aim to model the full range of social information use have incorporated ad hoc departures from rational decision-making theory to explain the apparent stochasticity and variability of behavior. In this paper I develop a model of social information use and collective decision making by fully rational agents that reveals how a wide range of apparently stochastic social decision rules emerge from fundamental information asymmetries both between individuals and between the decision makers and the observer of those decisions. As well as showing that rational decision making is consistent with empirical observations of collective behavior, this model makes several testable predictions about how individuals make decisions in groups and offers a valuable perspective on how we view sources of variability in animal, and human, behavior.

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Askari, Gholamreza, and Madjid Eshaghi Gordji. "Decision Making: Rational Choice or Hyper-Rational Choice." Statistics, Optimization & Information Computing 8, no. 2 (May 28, 2020): 583–89. http://dx.doi.org/10.19139/soic-2310-5070-638.

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In this paper, we provide an interpretation of the rationality in game theory in which player consider the profit or loss of the opponent in addition to personal profit at the game.‎ ‎‎The goal of a game analysis with two hyper-rationality players is to provide insight into real-world situations that are often more complex than a game with two rational players where the choices of strategy are only based on individual preferences. The hyper-rationality does not mean perfect rationality but an insight toward how human decision-makers behave in interactive decisions. ‎‎The findings of this research can help to enlarge our understanding of the psychological aspects of strategy choices in games and also provide an analysis of the decision-making process with cognitive economics approach at the same time.‎ ‎‎‎

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Saydullaev, Sirojiddin Rahmatullaevich. "DECISION-MAKING SYSTEM FOR THE RATIONAL USE OF WATER RESOURCES." Journal of Central Asian Social Research 01, no. 01 (August 15, 2020): 56–65. http://dx.doi.org/10.37547/jcass/volume01issue01-a6.

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The article presents a new theoretical basis for the development of software for optimal decision-making on water use. The advantages of using software for effective water use are highlighted, and a viable option for using the model for water use is highlighted. It also demonstrates how the software can be used in files in this area.

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Moser, Paul K., and D. Hudson Mulder. "PROBABILITY IN RATIONAL DECISION-MAKING." Philosophical Papers 23, no. 2 (August 1994): 109–28. http://dx.doi.org/10.1080/05568649409506416.

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Verdaasdonk, Hugo. "Valuation as rational decision-making." Poetics 31, no. 5-6 (October 2003): 357–74. http://dx.doi.org/10.1016/j.poetic.2003.09.002.

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Cabanac, Michel, and Marie-Claude Bonniot-Cabanac. "Decision making: rational or hedonic?" Behavioral and Brain Functions 3, no. 1 (2007): 45. http://dx.doi.org/10.1186/1744-9081-3-45.

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CHATTERJEE, Sidharta. "Choice That’s Rational." Journal of Research, Innovation and Technologies (JoRIT) 1, no. 1 (December 2022): 34. http://dx.doi.org/10.57017/jorit.v1.1(1).03.

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In this paper, it is about the axiomatic basis of rational choice theory - the theory that is behind making rational choice and decisions. To make rational choices, we would require thinking rationally and understanding the reason and logic behind what makes a choice rational, and how we need to choose rationally. Decisions are made under various circumstances, i.e., under risk, and often under compulsion. In social choice theory, decisions are made by different types of decision making entities, i.e., committees, groups, individuals and collective judgments by various types of organizations, etc. This paper highlights these issues and addresses the fundamental tenets of making rational choices by examining and following the previous workings of experts on this field. As such, it introduces a novel concept and the idea of Social Choice Rationality in choosing what’s rational.

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Chenger, Denise, George Jergeas, and Francis Hartman. "Executive-level Capital Project Decision Making: Rational or Rationale?" International Journal of Sustainability Policy and Practice 8, no. 3 (2013): 65–74. http://dx.doi.org/10.18848/2325-1166/cgp/v08i03/55388.

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Gowri B., Shantha, and Vedantam Seetha Ram. "Influence of news on rational decision making by financial market investors." Investment Management and Financial Innovations 16, no. 3 (August 30, 2019): 142–56. http://dx.doi.org/10.21511/imfi.16(3).2019.14.

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The impact of news on individual investor decision is explicit as investors need to update, adapt and forecast returns with constraints of time, uncertainty and resources to be successful. The aim is to understand and review the influence of news on individual investor’s decision making in stock markets and identify the impact of different type of news on individual investor’s decision making in stock markets, assess the behavioral reaction and investment decisions made by investors before and after there is news item, identify the linking effect on behavioral theories and biases, develop a generalized decision making conceptual model to understand the impact of news on investor’s reaction, decision and its linkages along with the behavioral bias. Theoretical basis/methodology for processing of news by investors is assumed to be based on Broadbent’s filter theory (1958) and due to cognitive informational inefficiency of investors it assesses the attention and the investor’s reaction of overreaction and underreaction, which do not comply with efficient market hypothesis theory. The reasons for its noncompliance are found by relating it with behavioral theories. The results explain how investor screens with filters and give attention to news only when it affects their portfolio or investment objective and strategies. It is concluded that investor’s decision making depends on degree of information penetration, information content, information influence, specific internal factors and generic external and on investors prevailing at that given circumstances. This gives us the solution to comprehend the investor’s reaction, decision and unresolved reversals, short- and long-term overreaction.

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Ghazi A, Alowaidi Mahmoud, and Wang Hu. "Impact of individual decision-making styles on marketing information system based decision-making." International Journal Of Innovation And Economic Development 1, no. 2 (2015): 40–49. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.12.2005.

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Marketing information system (MIS) enables data processing and transformation of data into valuable information that results in a more effective decision-making from which companies benefit. However, human aspect is still an influential factor in the decision-making process. We conceptualize a connection between decision-making styles of employees, inherent in their habits and practices, and marketing innovation system based on the decision-making process. Through a detailed literature review, a link between spontaneous, individual, rational and dependent decision-making styles with quality and speed of MIS decision-making has been conceived and constructed. We suggest that decision-making styles influence both quality and speed of the decision-making process. Furthermore, quality and speed of MIS decision-making have a positive influence on radical and incremental marketing innovation. This study enriches the body of literature that focuses on the human-technology interaction and is valuable for companies implementing and using MIS to make business decisions.

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Lobão, Júlio. "Culture, learning and rational decision-making: evidence from a TV show." Decyzje 2020, no. 34 (December 15, 2020): 5–27. http://dx.doi.org/10.7206/dec.1733-0092.144.

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This paper analyzes the French and the Vietnamese versions of the TV game show “The Price is Right”, using data from 130 episodes. We focus on the bidding game, covering 434 rounds and 1,736 bids. We document that players deviate signifi cantly from what is predicted by the model of rational expectations, especially in the French population. Moreover, Vietnamese fourth bidders are found to win more frequently than their French counterparts in spite of using strategic bids less often. We attribute these results to cultural reasons. Contestants from the collectivistic, uncertainty-tolerant culture (i.e., Vietnam) are more reluctant to engage in strategic bidding than individuals from the individualistic, uncertainty-avoidant culture (i.e., France). However, Vietnamese contestants pay more attention to the estimates of the previous players and thus make a better use of the informational advantage inherent to the sequential nature of the game. Overall, our evidence suggests that culture is an important omitted variable in studies that examine cross-country differences in decision-making.

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Dr.R.HARILAL, Dr R. HARILAL. "Rational Decision Making Ability of Commercial Poultry Farmers of Andhra Pradesh." International Journal of Scientific Research 3, no. 8 (June 1, 2012): 450–51. http://dx.doi.org/10.15373/22778179/august2014/138.

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TICHÁ, I., J. HRON, and J. FIEDLER. "Managerial decision making – importance of intuition in the rational process." Agricultural Economics (Zemědělská ekonomika) 56, No. 12 (December 20, 2010): 553–57. http://dx.doi.org/10.17221/169/2010-agricecon.

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The article contributes to the debate over the use of intuition in the managerial decision making. A brief overview of the debate is further elaborated with the comparison of findings brought about by two surveys conducted in the field settings. The comparison shows some similarities – for instance, the number of respondents admitting their reliance on intuition in decision making, but also some major differences.

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Koechlin, Etienne. "Human Decision-Making beyond the Rational Decision Theory." Trends in Cognitive Sciences 24, no. 1 (January 2020): 4–6. http://dx.doi.org/10.1016/j.tics.2019.11.001.

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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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Kolar, Edvard, and Matej Tušak. "Decision-making style structure of Slovenian sports managers." Annales Kinesiologiae 13, no. 1 (December 30, 2022): 47–73. http://dx.doi.org/10.35469/ak.2022.365.

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Purpose: Decisions that we make are always burdened with consequences, which are the inevitable result of our decision-making. The decision-making style (DMS) is the way in which managers acquire, process and use information in decision-making processes. The goals of the present research are to define the factor structure of DMS for a sample of Slovenian sports managers and to determine the characteristics of their DMS structure. Methods: 80 managers of Slovenian sports organizations filled in an anonymous internet survey. The DMS was measured with the use of the General Decision-Making Style Inventory (GDMS), which was translated into the Slovenian language. The GDMS questionnaire measures five different decision-making styles: rational, intuitive, dependent, avoidant and spontaneous. The factor analysis (FA) method was used to test the assumption about the structure of the DMS. The internal consistency was measured using Cronbach's alpha coefficient. The Pearson correlation coefficient was used to study the relationship between the DMS. Results: After three successive implementations of FA, we developed an optimized DMS model with 20 items confirming that when making decisions, sports managers use a combination of all five DMS. Slovenian sports managers mostly use the rational and dependent DMS, indicating that they are mostly rational decision-makers. We also recognized the correlation between the rational and the dependent style, but since the structure of the DMS in our sample is dominated by the rational DMS, we could conclude that this is a dependent-rational DMS, where mangers seek advice, opinions and knowledge from colleagues when making decisions to increasing their rationality. Conclusions: We can conclude that the recognized average structure of the DMS is functional and healthy; furthermore, Slovenian sports managers are on average rational decision-makers who, due to the specific organizational characteristics of sports organizations, look for confirmation and opinions on future decisions in the broader environment of the organizations' stakeholders.

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Simon, Herbert A. "Decision Making: Rational, Nonrational, and Irrational." Educational Administration Quarterly 29, no. 3 (August 1993): 392–411. http://dx.doi.org/10.1177/0013161x93029003009.

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Wolkoff, Michael J. "Is Economic Development Decision Making Rational?" Urban Affairs Quarterly 27, no. 3 (March 1992): 340–55. http://dx.doi.org/10.1177/004208169202700302.

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Martínez-Tur, Vicente, Vicente Peñarroja, Miguel A. Serrano, Vanesa Hidalgo, Carolina Moliner, Alicia Salvador, Adrián Alacreu-Crespo, Esther Gracia, and Agustín Molina. "Intergroup Conflict and Rational Decision Making." PLoS ONE 9, no. 12 (December 2, 2014): e114013. http://dx.doi.org/10.1371/journal.pone.0114013.

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Heracleous, Loizos Th. "Rational Decision Making: Myth or Reality?" Management Development Review 7, no. 4 (August 1994): 16–23. http://dx.doi.org/10.1108/09622519410771628.

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Clancy, Carolyn M., Robert M. Centor, Mary Scott Campbell, and Harry P. Dalton. "Rational decision making based on history." Journal of General Internal Medicine 3, no. 3 (May 1988): 213–17. http://dx.doi.org/10.1007/bf02596334.

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Sudorgina, Yu V., T. N. Kotova, and A. A. Kotov. "The Role of Verbal Representation Level in Decision Making under Uncertain Categorization." Experimental Psychology (Russia) 15, no. 3 (2022): 199–212. http://dx.doi.org/10.17759/exppsy.2022150313.

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In this study we replicated (N=77) the effect of a decision making under uncertain categorization (i.e. basing the decision on a few categories simultaneously): when uncertainty was high, participants considered a few categories for a decision more often than when uncertainty was low, therefore, they made rational decisions more often [6]. Moreover, in Chen and colleagues’ study making rational decisions was not affected by the framing of category information. In the next part of our study (N=134) we further measured participants’ level of verbal representation using a scale from adapted version of Internal Representation Questionnaire [14] and found a relationship between framing of the task and rational decisions. Low level of verbal representation was followed by the greatest number of rational decisions in tasks with the choice frame, whereas middle and high levels of verbal representation were accompanied by the biggest number of rational decisions in tasks with the category frame. Since the level of verbal representation did not directly influence on the quantity of rational decisions, we proposed that verbal representation is connected with shifting attention either on categorical differences or on information about decision consequences during decision making process.

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Lacatus, Maria Liana. "Rational and irrational processes in decision making: An economic perspective." Mental Health: Global Challenges Journal 1, no. 1 (March 3, 2019): 51–57. http://dx.doi.org/10.32437/mhgcj.v1i1.21.

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The paper presents important issues of decision making processes with an emphasis on rational and irrational components of these processes. After a short introduction outlining the need for a deeper understanding of rational and non-rational factors that affect the decisions people make, the rationality of people decisions in daily life is questioned and the role of non-rational factors such as intuition are analyzed. The economic understanding of the decision making process is presented and principles of rational decision-making are explained. Different methods used and recommended by economists in order to make decisions are presented and applied in different life situations in order to demonstrate their value in daily life. Special emphasis is put on factors such as imperfect information, illusion of control, or risk aversion that may affect the rationality of the decision making processes. In the final section of the paper the concept of bounded rationality is introduced and explained along with new theories in economics that are challenging the classic economic perspective on the decision making process

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Van der Merwe, Ragnar. "Rational Decision-Making in a Complex World." Logos & Episteme 13, no. 4 (2022): 381–404. http://dx.doi.org/10.5840/logos-episteme202213432.

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Prima facie, we make successful decisions as we act on and intervene in the world day-to-day. Epistemologists are often concerned with whether rationality is involved in such decision-making practices, and, if so, to what degree. Some, particularly in the post-structuralist tradition, argue that successful decision-making occurs via an existential leap into the unknown rather than via any determinant or criterion such as rationality. I call this view radical voluntarism (RV). Proponents of RV include those who subscribe to a view they call Critical Complexity (CC). In this paper, I argue that CC presents a false dichotomy when it conceives of rationality in Cartesian – i.e. ideal and transcendental – terms, and then concludes that RV is the proper alternative. I then outline a pragmatist rationality informed by recent work in psychology on bounded rationality, ecological rationality, and specifically embodied rationality. Such a pragmatist rationality seems to be compatible with the tenets of post-structuralism, and can therefore replace RV in CC.

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Sasaki, Takao, Benjamin Stott, and Stephen C. Pratt. "Rational time investment during collective decision making in Temnothorax ants." Biology Letters 15, no. 10 (October 2019): 20190542. http://dx.doi.org/10.1098/rsbl.2019.0542.

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The study of rational choice in humans and other animals typically focuses on decision outcomes, but rationality also applies to decision latencies, especially when time is scarce and valuable. For example, the smaller the difference in quality between two options, the faster a rational actor should decide between them. This is because the consequences of choosing the inferior option are less severe if the options are similar. Experiments have shown, however, that humans irrationally spend more time choosing between similar options. In this study, we assessed the rationality of time investment during nest-site choice by the rock ant, Temnothorax albipennis . Previous studies have shown that collective decision-making allows ant colonies to avoid certain irrational errors. Here we show that the same is true for time investment. Individual ants, like humans, irrationally took more time to complete an emigration when choosing between two similar nests than when choosing between two less similar nests. Whole colonies, by contrast, rationally made faster decisions when the options were more similar. We discuss the underlying mechanisms of decision-making in individuals and colonies and how they lead to irrational and rational time investment, respectively.

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Houk, Timothy. "On Nudging’s Supposed Threat to Rational Decision-Making." Journal of Medicine and Philosophy: A Forum for Bioethics and Philosophy of Medicine 44, no. 4 (July 29, 2019): 403–22. http://dx.doi.org/10.1093/jmp/jhz014.

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Abstract Nudging is a tool of libertarian paternalism. It involves making use of certain psychological tendencies in order to help people make better decisions without restricting their freedom. However, some have argued that nudging is objectionable because it interferes with, or undermines, the rational decision-making of the nudged agents. Opinions differ on why this is objectionable, but the underlying concerns appear to begin with nudging’s threat to rational decision-making. Those who discuss this issue do not make it clear to what this threat to rationality amounts. In this paper I evaluate what effect nudging has on our decision-making and I argue that it does not typically interfere with our rationality in a problematic way. Perhaps nudging is objectionable for other reasons, but we should not argue that nudging is objectionable based on concerns about rational decision-making.

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Mandler, Michael. "Coarse, Efficient Decision-Making." Journal of the European Economic Association 18, no. 6 (May 14, 2020): 3006–44. http://dx.doi.org/10.1093/jeea/jvaa002.

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Abstract To minimize the cost of making decisions, an agent should use criteria to sort alternatives and each criterion should sort coarsely. To decide on a movie, for example, an agent could use one criterion that orders movies by genre categories, another by director categories, and so on, with a small number of categories in each case. The agent then needs to aggregate the criterion orderings, possibly by a weighted vote, to arrive at choices. As criteria become coarser (each criterion has fewer categories) decision-making costs fall, even though an agent must then use more criteria. The most efficient option is consequently to select the binary criteria with two categories each. This result holds even when the marginal cost of using additional categories diminishes to 0. The extensive use of coarse criteria in practice may therefore be a result of optimization rather than cognitive limitations. Binary criteria also generate choice functions that maximize rational preferences: decision-making efficiency implies rational choice.

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Reding, Luke, and Molly E. Cummings. "Rational choice of social group size in mosquitofish." Biology Letters 15, no. 1 (January 2019): 20180693. http://dx.doi.org/10.1098/rsbl.2018.0693.

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Choice of social group can affect the likelihood of survivorship and reproduction for social species. By joining larger social groups—shoals—small freshwater fish like the mosquitofish Gambusia affinis can reduce predation risk and forage more efficiently. We tested shoal choice in mosquitofish to determine whether such choices are economically rational, i.e. consistent and optimal. Although many studies of decision-making assume rational choice, irrational decision-making is common and occurs across contexts. We tested rationality of shoaling decisions by testing the constant ratio rule, which states that the relative preference for two options should not change in the presence of a third option. Female mosquitofish upheld this rule when tested for shoal preference based on group size. Our results contrast with other studies showing violations of the constant ratio rule in foraging and mate choice decision-making contexts. These results suggest that decisions that immediately influence survivorship or decision-making along a single dimension may favour rational decision-making.

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Dehdashti, Shahram, Lauren Fell, and Peter Bruza. "On the Irrationality of Being in Two Minds." Entropy 22, no. 2 (February 4, 2020): 174. http://dx.doi.org/10.3390/e22020174.

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This article presents a general framework that allows irrational decision making to be theoretically investigated and simulated. Rationality in human decision making under uncertainty is normatively prescribed by the axioms of probability theory in order to maximize utility. However, substantial literature from psychology and cognitive science shows that human decisions regularly deviate from these axioms. Bistable probabilities are proposed as a principled and straight forward means for modeling (ir)rational decision making, which occurs when a decision maker is in “two minds”. We show that bistable probabilities can be formalized by positive-operator-valued projections in quantum mechanics. We found that (1) irrational decision making necessarily involves a wider spectrum of causal relationships than rational decision making, (2) the accessible information turns out to be greater in irrational decision making when compared to rational decision making, and (3) irrational decision making is quantum-like because it violates the Bell–Wigner polytope.

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Roth, Rolf I. "The Rational Analytical Approach to Decision-Making: An Adequate Strategy for Military Commanders?" Connections: The Quarterly Journal 03, no. 2 (2004): 71–92. http://dx.doi.org/10.11610/connections.03.2.08.

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RIAZ, MUHAMMAD NAVEED, MASUD AKHTAR, and GILNAZ MURTAZA. "Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 313–21. http://dx.doi.org/10.30543/10-1(2021)-27.

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The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.

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Veel, Paul-Erik N. "Incommensurability, Proportionality, and Rational Legal Decision-Making." Law & Ethics of Human Rights 4, no. 2 (September 30, 2010): 178–228. http://dx.doi.org/10.2202/1938-2545.1048.

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Courts frequently engage in the weighing of competing values; perhaps most obviously, such balancing constitutes an integral aspect of proportionality analysis in many states constitutional law. However, such balancing raises a difficult theoretical question: What does it mean that one value outweighs another in any particular case? If the values at issue are incommensurable as they often will be such balancing may appear to break down. As Justice Scalia has stated, balancing in the presence of incommensurable values is more like judging whether a particular line is longer than a particular rock is heavy. It may appear that if a judge is asked in a particular case to decide, for example, whether a state interest is sufficiently strong to justify the limitation of a constitutional right, he will be forced to a) either abandon the notion of a genuine plurality of values, or b) make an arbitrary decision.This article argues that neither of these options need be accepted and that rational choice is indeed possible in the presence of incommensurable values. Specifically, it contends that the Nash bargaining solution provides a means, at least in certain circumstances, of rationally understanding and undertaking the weighing of distinct and mutually irreducible values which adjudication frequently requires. The Nash framework can both elucidate proportionality analysis by providing a social choice-based framework for understanding the structure of proportionality analysis and also justify proportionality analysis by demonstrating that the weighing of competing values is not necessarily mere judicial hand-waving.

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Rosell, Rafael, Mariano Monzo, Aurora O'Brate, and Miquel Taron. "Translational oncogenomics: toward rational therapeutic decision-making." Current Opinion in Oncology 14, no. 2 (March 2002): 171–79. http://dx.doi.org/10.1097/00001622-200203000-00006.

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Powell, Iouie. "from the editor's desk - Rational decision making." IEEE Industry Applications Magazine 13, no. 4 (July 2007): 2. http://dx.doi.org/10.1109/mia.2007.4283499.

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Calhoun, Thomas C., and Greg Weaver. "Rational decision‐making among male street prostitutes." Deviant Behavior 17, no. 2 (April 1996): 209–27. http://dx.doi.org/10.1080/01639625.1996.9968023.

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Vliegen, H. J. W., and H. H. van Mal. "Rational decision making: structuring of design meetings." IEEE Transactions on Engineering Management 37, no. 3 (1990): 185–90. http://dx.doi.org/10.1109/17.104287.

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Hill, Brian. "CONFIDENCE IN BELIEFS AND RATIONAL DECISION MAKING." Economics and Philosophy 35, no. 02 (October 30, 2018): 223–58. http://dx.doi.org/10.1017/s0266267118000214.

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Abstract:The standard, Bayesian account of rational belief and decision is often argued to be unable to cope properly with severe uncertainty, of the sort ubiquitous in some areas of policy making. This paper tackles the question of what should replace it as a guide for rational decision making. It defends a recent proposal, which reserves a role for the decision maker’s confidence in beliefs. Beyond being able to cope with severe uncertainty, the account has strong normative credentials on the main fronts typically evoked as relevant for rational belief and decision. It fares particularly well, we argue, in comparison to other prominent non-Bayesian models in the literature.

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Treasure, Tom. "Rational decision-making about paediatric cardiac surgery." Lancet 355, no. 9208 (March 2000): 948. http://dx.doi.org/10.1016/s0140-6736(00)90010-2.

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Lee, Daeyeol. "Neural basis of quasi-rational decision making." Current Opinion in Neurobiology 16, no. 2 (April 2006): 191–98. http://dx.doi.org/10.1016/j.conb.2006.02.001.

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Lekamwasam, Sarath. "Rational decision making; the role of physician." Journal of the Ceylon College of Physicians 43, no. 1-2 (April 1, 2014): 2. http://dx.doi.org/10.4038/jccp.v43i1-2.6777.

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Appiah, Paul B., and John R. Sturgul. "Pareto optimality for rational comprehensive decision making." International Journal of Surface Mining, Reclamation and Environment 7, no. 2 (January 1993): 77–79. http://dx.doi.org/10.1080/09208119308964691.

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Gkeredakis, Emmanouil, Jacky Swan, and Davide Nicolini. "Rational Decision Making as a Practical Accomplishment." Academy of Management Proceedings 2012, no. 1 (July 2012): 17639. http://dx.doi.org/10.5465/ambpp.2012.17639abstract.

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Barrett, Bruce. "Evidence, Values, Guidelines and Rational Decision-making." Journal of General Internal Medicine 27, no. 2 (October 5, 2011): 238–40. http://dx.doi.org/10.1007/s11606-011-1903-6.

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Dennis, Louise A. "Computational Goals, Values and Decision-Making." Science and Engineering Ethics 26, no. 5 (August 4, 2020): 2487–95. http://dx.doi.org/10.1007/s11948-020-00244-y.

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Abstract Considering the popular framing of an artificial intelligence as a rational agent that always seeks to maximise its expected utility, referred to as its goal, one of the features attributed to such rational agents is that they will never select an action which will change their goal. Therefore, if such an agent is to be friendly towards humanity, one argument goes, we must understand how to specify this friendliness in terms of a utility function. Wolfhart Totschnig (Fully Autonomous AI, Science and Engineering Ethics, 2020), argues in contrast that a fully autonomous agent will have the ability to change its utility function and will do so guided by its values. This commentary examines computational accounts of goals, values and decision-making. It rejects the idea that a rational agent will never select an action that changes its goal but also argues that an artificial intelligence is unlikely to be purely rational in terms of always acting to maximise a utility function. It nevertheless also challenges the idea that an agent which does not change its goal cannot be considered fully autonomous. It does agree that values are an important component of decision-making and explores a number of reasons why.

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Vickers, Andrew J. "Decisional Conflict, Regret, and the Burden of Rational Decision Making." Medical Decision Making 37, no. 1 (November 29, 2016): 3–5. http://dx.doi.org/10.1177/0272989x16657544.

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Vanlommel, Kristin, and Kim Schildkamp. "How Do Teachers Make Sense of Data in the Context of High-Stakes Decision Making?" American Educational Research Journal 56, no. 3 (October 26, 2018): 792–821. http://dx.doi.org/10.3102/0002831218803891.

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This study examines the way teachers make sense of data in the context of high-stakes decision making, such as decisions related to student placement in educational tracks. Different types of data, data collected rationally and intuitively, may be used in this sensemaking process, and the same data may be interpreted in different ways by different teachers. Results show that teachers base their decisions on rational processes only to a limited extent. Teachers collect a great amount of data intuitively, and they sometimes interpret data collected rationally by personal criteria and triangulate data to a very limited extent. Since fair educational decisions are informed by a rational collection and a transparent interpretation of data, implications for theory and practice are provided.

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SHUJAAT, JAWWAD MUHAMMAD, MUHAMMAD NAVEED RIAZ, and HUMAIRA YASMIN. "Impact of Decision-Making Styles on Leadership Styles in Business Managers." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 208–15. http://dx.doi.org/10.30543/10-1(2021)-17.

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The present study was sought to examine the role of rational, intuitive, dependent, avoidant, and spontaneous decision styles in the prediction of transformational, transactional, and laissez faire leadership styles. Research questionnaire were Urdu-translated versions of General Decision styles Questionnaire (Scott & Bruce, 1995) and Multifactor Leadership Questionnaire (Bass & Avolio, 2000). The sample of the current study consisted of 300 business managers from different regions of Pakistan. Purposive sampling was employed to collect the data. Multiple Regression analysis and Stepwise Regression analysis demonstrated impact of decision styles on leadership styles. Rational and intuitive decision style displayed positive effect and avoidant decision style displayed negative effect on transformational leadership style. Rational, intuitive, and dependent positively predicted transactional leadership style. Avoidant decision style displayed positive effect whereas rational and spontaneous decision style showed negative effect on laissez faire leadership style. The study shed light on the fact that the decisions of the leaders can be used as determining factors to assess their leadership in the business organizations. Keywords: Decision Making Styles, Leadership Styles, Business Managers.

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Curley, Lee J., Rory MacLean, Jennifer Murray, and Phyllis Laybourn. "Decision Science: A New Hope." Psychological Reports 122, no. 6 (October 2, 2018): 2417–39. http://dx.doi.org/10.1177/0033294118797579.

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Decision science is an area of enquiry that crosses many disciplines, from psychology to economics, each with their own perspective of decision-making. Traditionally, mathematicians have envisaged decision-making as a purely rational endeavor, whereas psychologists and behavioral economists have critiqued this narrative and suggested that cognitive short cuts are the real mechanisms behind how decisions are made. However, contemporary dual process theorists argue that two systems of the mind exist: system 1 (intuitive decision-making) and system 2 (rational decision-making). The current review will present a relatively new metaphor for decision-making: the unified threshold model. This model is a global approach to decision-making which allows both intuitive and rational decision-making processes to be explained in a more flexible manner than the dual process model. This review will introduce the reader to different types of threshold models (counter and diffusion), their assumptions, and their ability to explain decision-making behavior. Implications and future research will also be discussed. In summary, the aim of this review is to highlight that a rather than the unified threshold model of decision-making may give a more adequate explanation of decision-making data in comparison to previous models and theories.

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Journal articles on the topic 'Rational decision making'

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