9781118014899 - Framing Decisions: Decision Making That Accounts for Irrationality, People, and Constraints de Frame, J. Davidson (29 résultats)

Etat : Good. Ships from the UK. Former library book; may include library markings. Used book that is in clean, average condition without any missing pages.

Etat : Very Good. Ships from the UK. Former library book; may include library markings. Used book that is in excellent condition. May show signs of wear or have minor defects.

Etat : New. In.

HRD. Etat : New. New Book. Shipped from UK. Established seller since 2000.

Hardback. Etat : New. The economic crisis of 2008-2009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions- political power brokers, business leaders, and large segments of the general public-made a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in Framing Decisions: Decision Making That Accounts for Irrationality, People, and Constraints, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle- irrationality, people, and constraints. Frame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's social space and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people - both as individuals and in groups. Framing Decisions offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems.

Etat : New.

Hardback or Cased Book. Etat : New. Framing Decisions 1.3. Book.

Etat : New.

Hardback. Etat : New. New copy - Usually dispatched within 4 working days. 642.

Hardback. Etat : New. The economic crisis of 2008-2009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions- political power brokers, business leaders, and large segments of the general public-made a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in Framing Decisions: Decision Making That Accounts for Irrationality, People, and Constraints, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle- irrationality, people, and constraints. Frame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's social space and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people - both as individuals and in groups. Framing Decisions offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems.

Etat : Very Good. Very Good condition. Very Good dust jacket. A copy that may have a few cosmetic defects. May also contain light spine creasing or a few markings such as an owner's name, short gifter's inscription or light stamp.

Hardcover. Etat : New.

Etat : As New. Unread book in perfect condition.

Etat : New. 2012. 1st Edition. Hardcover. Framing Decisions offers executives an understanding of what decision-making entails, what the traditional paradigm has preached, and how a new decision-making paradigm can remedy the deficiencies of the old. Num Pages: 304 pages, Illustrations. BIC Classification: KJMD. Category: (P) Professional & Vocational. Dimension: 187 x 239 x 26. Weight in Grams: 608. . . . . .

Etat : New. J. DAVIDSON FRAME is academic dean and cofounder of the University of Management and Technology (UMT) in Arlington, Virginia, one of the first fully online degree-conferring universities in the United States. Prior to joining the UMT faculty, he served as c.

Etat : New.

Etat : As New. Unread book in perfect condition.

Etat : New. 2012. 1st Edition. Hardcover. Framing Decisions offers executives an understanding of what decision-making entails, what the traditional paradigm has preached, and how a new decision-making paradigm can remedy the deficiencies of the old. Num Pages: 304 pages, Illustrations. BIC Classification: KJMD. Category: (P) Professional & Vocational. Dimension: 187 x 239 x 26. Weight in Grams: 608. . . . . . Books ship from the US and Ireland.

Buch. Etat : Neu. Neuware - The economic crisis of 2008-2009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions-- political power brokers, business leaders, and large segments of the general public--made a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong The answer, says J. Davidson Frame in Framing Decisions: Decision Making That Accounts for Irrationality, People, and Constraints, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle-- irrationality, people, and constraints.Frame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's social space and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people - both as individuals and in groups.Framing Decisions offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems.

Hardcover. Etat : Brand New. 1st edition. 304 pages. 9.25x7.25x1.25 inches. In Stock.

Hardcover. Etat : new. Hardcover. The economic crisis of 20082009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions political power brokers, business leaders, and large segments of the general publicmade a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in Framing Decisions: Decision Making That Accounts for Irrationality, People, and Constraints, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle irrationality, people, and constraints. Frame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's social space and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people both as individuals and in groups. Framing Decisions offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems. Framing Decisions offers executives an understanding of what decision-making entails, what the traditional paradigm has preached, and how a new decision-making paradigm can remedy the deficiencies of the old. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.

Etat : New. Brand New.

Etat : New. Brand new! Please provide a physical shipping address.

hardcover. Etat : New. 1st Edition. Ships in a BOX from Central Missouri! UPS shipping for most packages, (Priority Mail for AK/HI/APO/PO Boxes).

Etat : New.

Hardcover. Etat : new. Hardcover. The economic crisis of 20082009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions political power brokers, business leaders, and large segments of the general publicmade a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in Framing Decisions: Decision Making That Accounts for Irrationality, People, and Constraints, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle irrationality, people, and constraints. Frame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's social space and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people both as individuals and in groups. Framing Decisions offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems. Framing Decisions offers executives an understanding of what decision-making entails, what the traditional paradigm has preached, and how a new decision-making paradigm can remedy the deficiencies of the old. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.

Hardcover. Etat : new. Hardcover. The economic crisis of 20082009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions political power brokers, business leaders, and large segments of the general publicmade a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in Framing Decisions: Decision Making That Accounts for Irrationality, People, and Constraints, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle irrationality, people, and constraints. Frame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's social space and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people both as individuals and in groups. Framing Decisions offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems. Framing Decisions offers executives an understanding of what decision-making entails, what the traditional paradigm has preached, and how a new decision-making paradigm can remedy the deficiencies of the old. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

Hardback. Etat : New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days 642.

Hardcover. Etat : Brand New. 1st edition. 304 pages. 9.25x7.25x1.25 inches. In Stock. This item is printed on demand.