WHARTON ON MAKING DECISIONS Wharton论决心

Perspectives from leaders in decision science at Wharton Organized in part through Wharton's Risk Management and Decision Processes Center, the book assembles leading researchers from Wharton's business faculty who demonstrate how to apply the latest approaches in decision-making from four perspectives: personal, managerial, negotiator, and consumer. Each chapter describes how decisions are actually made, presents the ideal scenario, and then provides practical suggestions for improvement. The subjects range from when consumers will choose variety, integrating intuition into decisions, and applying game theory and strategic decisions, to decision factors in negotiations and how choices are made about insurance and health care.

STEPHEN J. HOCH is the John J. Pomerantz Professor of Marketing at the Wharton School.

Chapter 1 A Complex Web of Decisions
PART I PERSONAL DECISION MAKING
Chapter 2 The Emotional Nature of Decision Trade-Offs
Chapter 3 Bumbling Geniuses: The Power of Everyday Reasoning in Multistage Decision Making
Chapter 4 Choosing Variety
PART II MANAGERIAL DECISION MAKING
Chapter 5 Combining Models with Intuition to Improve Decisions
Chapter 6 Reflective versus Expedient Decision Making: Views from East and West
Chapter 7 Decision Making in Complex Environments: New Tools for a New Age
Chapter 8 Managing Frames to Make Better Decisions
PART III MULTIPARTY DECISION MAKING
Chapter 9 Strategic Learning and Teaching
Chapter 10 Reputations in Negotiation
Chapter 11 Deception in Negotiations
Chapter 12 Electronic Bargaining: The Perils of E-Mail and the Promise of Computer-Assisted Negotiations
PART IV IMPACT OF DECISION MAKING ON SOCIETY
Chapter 13 A Change of Heart: Unexpected Responses to Medical Testing
Chapter 14 Values and Decisions
Chapter 15 Protective Decisions: Fear or Prudence Chapter 16 Learners or Lemmings: The Nature of Information Cascades
Chapter 17 Split Personality: Inconsistencies in Private and Public Decisions Notes
Index