Decision-making

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Overview

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Decision making can be regarded as an outcome of mental processes (cognitive process) leading to the selection of a course of action among several alternatives. Every decision making process produces a final choice.^[1] The output can be an action or an opinion.

Human performance in decision making terms has been subject of active research from several perspectives. From a psychological perspective, it is necessary to examine individual decisions in the context of a set of needs, preferences an individual has and values he/she seeks. From a cognitive perspective, the decision making process must be regarded as a continuous process integrated in the interaction with the environment. From a normative perspective, the analysis of individual decisions is concerned with the logic of decision making and rationality and the invariant choice it leads to.^[1]

Yet, at another level, it might be regarded as a problem solving activity which is terminated when a satisfactory solution is found. Therefore, decision making is a reasoning or emotional process which can be rational or irrational, can be based on explicit assumptions or tacit assumptions.

Logical decision making is an important part of all science-based professions, where specialists apply their knowledge in a given area to making informed decisions. For example, medical decision making often involves making a diagnosis and selecting an appropriate treatment. Some research using naturalistic methods shows, however, that in situations with higher time pressure, higher stakes, or increased ambiguities, experts use intuitive decision making rather than structured approaches, following a recognition primed decision approach to fit a set of indicators into the expert's experience and immediately arrive at a satisfactory course of action without weighing alternatives. Also, recent robust decision efforts have formally integrated uncertainty into the decision making process.

Factors influencing decision making processes

According to behavioralist Isabel Briggs Myers, a person's decision making process depends on a significant degree on their cognitive style.^[1] Myers developed a set of four bi-polar dimensions, called the Myers-Briggs Type Indicator (MBTI). The terminal points on these dimensions are: thinking and feeling; extroversion and introversion; judgement and perception; and sensing and intuition. She claimed that a person's decision making style is based largely on how they score on these four dimensions. For example, someone who scored near the thinking, extroversion, sensing, and judgement ends of the dimensions would tend to have a logical, analytical, objective, critical, and empirical decision making style.

Other studies suggest that these national or cross-cultural differences exist across entire societies. For example, Maris Martinsons has found that American, Japanese and Chinese business leaders each exhibit a distinctive national style of decision making.^[1]

Cognitive and personal biases

Some of the decision making techniques that we use in everyday life include:

• listing the advantages and disadvantages of each option, popularized by Plato and Benjamin Franklin
• flipping a coin, cutting a deck of playing cards, and other random or coincidence methods
• accepting the first option that seems like it might achieve the desired result
• prayer, tarot cards, astrology, augurs, revelation, or other forms of divination
• acquiesce to a person in authority or an "expert"
• calculating the expected value or utility for each option.

For example, a person is considering two jobs. At the first job option the person has a 60% chance of getting a 30% raise in the first year. And at the second job option the person has an 80% chance of getting a 10% raise in the first year. The decision maker would calculate the expected value of each option, calculating the probability multiplied by the increase of value. (0.60*0.30=0.18 [option a] 0.80*0.10=0.08 [option b]) The person deciding on the job would chose the option with the highest expected value, in this example option number one. An alternative may be to apply one of the processes described below, in particular in the Business and Management section.

Biases can creep into our decision making processes. Many different people have made a decision about the same question (e.g. "Should I have a doctor look at this troubling breast cancer symptom I've discovered?" "Why did I ignore the evidence that the project was going over budget?") and then craft potential cognitive interventions aimed at improving decision making outcomes.

Below is a list of some of the more commonly debated cognitive biases.

• Selective search for evidence (a.k.a. Confirmation bias in psychology) (Plous, 1993) - We tend to be willing to gather facts that support certain conclusions but disregard other facts that support different conclusions.
• Premature termination of search for evidence - We tend to accept the first alternative that looks like it might work.
• Inertia - Unwillingness to change thought patterns that we have used in the past in the face of new circumstances.
• Selective perception - We actively screen-out information that we do not think is salient. (See prejudice.)

• Wishful thinking or optimism bias - We tend to want to see things in a positive light and this can distort our perception and thinking.
• Choice-supportive bias occurs when we distort our memories of chosen and rejected options to make the chosen options seem relatively more attractive.
• Recency - We tend to place more attention on more recent information and either ignore or forget more distant information. (See semantic priming.) The opposite effect in the first set of data or other information is termed Primacy effect (Plous, 1993).
• Repetition bias - A willingness to believe what we have been told most often and by the greatest number of different of sources.
• Anchoring and adjustment - Decisions are unduly influenced by initial information that shapes our view of subsequent information.
• Group think - Peer pressure to conform to the opinions held by the group.
• Source credibility bias - We reject something if we have a bias against the person, organization, or group to which the person belongs: We are inclined to accept a statement by someone we like. (See prejudice.)
• Incremental decision making and escalating commitment - We look at a decision as a small step in a process and this tends to perpetuate a series of similar decisions. This can be contrasted with zero-based decision making. (See slippery slope.)

• Attribution asymmetry - We tend to attribute our success to our abilities and talents, but we attribute our failures to bad luck and external factors. We attribute other's success to good luck, and their failures to their mistakes.
• Role fulfillment (Self Fulfilling Prophecy) - We conform to the decision making expectations that others have of someone in our position.
• Underestimating uncertainty and the illusion of control - We tend to underestimate future uncertainty because we tend to believe we have more control over events than we really do. We believe we have control to minimize potential problems in our decisions.

Neuroscience perspective of decision making

The anterior cingulate cortex (ACC) and orbitofrontal cortex are brain regions involved in decision making processes. A recent neuroimaging study, Interactions between decision making and performance monitoring within prefrontal cortex, found distinctive patterns of neural activation in these regions depending on whether decisions were made on the basis of personal volition or following directions from someone else.

Another recent study by Kennerly, et al. (2006) found that lesions to the ACC in the macaque resulted in impaired decision making in the long run of reinforcement guided tasks suggesting that the ACC is responsible for evaluating past reinforcement information and guiding future action.

Emotion appears to aid the decision making process:

• Decision making often occurs in the face of uncertainty about whether one's choices will lead to benefit or harm (see also Risk). The somatic-marker hypothesis is a neurobiological theory of how decisions are made in the face of uncertain outcome. This theory holds that such decisions are aided by emotions, in the form of bodily states, that are elicited during the deliberation of future consequences and that mark different options for behavior as being advantageous or disadvantageous. This process involves an interplay between neural systems that elicit emotional/bodily states and neural systems that map these emotional/bodily states. [2].

Styles and methods of decision making

Positional and combinational styles

Styles and methods of decision making were elaborated by the founder of Predispositioning Theory, Aron Katsenelinboigen. In his analysis on styles and methods Katsenelinboigen referred to the game of chess, saying that “chess does disclose various methods of operation, notably the creation of predisposition—methods which may be applicable to other, more complex systems.”^[1]

In his book Katsenelinboigen states that apart from the methods (reactive and selective) and sub-methods (randomization, predispositioning, programming), there are two major styles – positional and combinational. Both styles are utilized in the game of chess. According to Katsenelinboigen, the two styles reflect two basic approaches to the uncertainty: deterministic (combinational style) and indeterministic (positional style). Katsenelinboigen’s definition of the two styles are the following.

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The combinational style is characterized by

• a very narrow, clearly defined, primarily material goal, and
• a program that links the initial position with the final outcome.

In defining the combinational style in chess, Katsenelinboigen writes:

The combinational style features a clearly formulated limited objective, namely the capture of material (the main constituent element of a chess position). The objective is implemented via a well defined and in some cases in a unique sequence of moves aimed at reaching the set goal. As a rule, this sequence leaves no options for the opponent. Finding a combinational objective allows the player to focus all his energies on efficient execution, that is, the player’s analysis may be limited to the pieces directly partaking in the combination. This approach is the crux of the combination and the combinational style of play.^[1]

The positional style is distinguished by

• a positional goal and
• a formation of semi-complete linkages between the initial step and final outcome.

“Unlike the combinational player, the positional player is occupied, first and foremost, with the elaboration of the position that will allow him to develop in the unknown future. In playing the positional style, the player must evaluate relational and material parameters as independent variables. ( … ) The positional style gives the player the opportunity to develop a position until it becomes pregnant with a combination. However, the combination is not the final goal of the positional player—it helps him to achieve the desirable, keeping in mind a predisposition for the future development. The Pyrrhic victory is the best example of one’s inability to think positionally.”^[1]

The positional style serves to

a) create a predisposition to the future development of the position;
b) induce the environment in a certain way;
c) absorb an unexpected outcome in one’s favor;
d) avoid the negative aspects of unexpected outcomes.

The positional style gives the player the opportunity to develop a position until it becomes pregnant with a combination. Katsenelinboigen writes:
“As the game progressed and defense became more sophisticated the combinational style of play declined. . . . The positional style of chess does not eliminate the combinational one with its attempt to see the entire program of action in advance. The positional style merely prepares the transformation to a combination when the latter becomes feasible.”^[1]

References

Further readings

• Facione, P. and Facione, N. (2007), Thinking and Reasoning in Human Decision Making
• Plous, S. The Psychology of Judgement and Decision Making New York: McGraw-Hill, 1993
• Ullman, D. G., Making Robust Decisions Trafford, 2006
• Levin, Mark Sh., Composite Systems Decisions, New York: Springer, 2006.

See also

Argument map Business Decision Mapping Cognition Collaborative intelligence Decision theory Critical thinking Emotions in Decision Making Facilitation Forecasting Group process Groupthink Linear Partial Information Majoritarianism Majority rule Mindset Minoritarianism Morphological analysis Multiscale decision making

Online deliberation Optimism bias Organizational empowerment Path dependence Risk Risk management Planning fallacy Public choice theory Rulemaking Society for Judgment and Decision Making Uncertainty Utility theory Portal:thinking List of thought processes Situational awareness Responsible decision making

External links

The external links in this article may not comply with Wikipedia's content policies. Please improve this article by removing excessive or inappropriate external links.

• Emotional and Decision Making Lab, Carnegie Mellon, EDM Lab
• The de Borda Institute - Emerson, P J. Beyond the Tyranny of the Majority, a comparison of the more common voting procedures used in both decision making and elections.
• Decision Analysis in Health Care - An online course from George Mason University providing free lectures and tools for decision making in health care.
• Infrastructure Risk Research Project at The University of British Columbia, Vancouver, Canadaar:اتخاذ القرار

cs:Rozhodovánífr:Prise de décision hr:Odlučivanje it:Decisione he:קבלת החלטות ja:意思決定fi:Päätöksenteko

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