Our bookmarks on this topic are also at pinboard.in/u:unison/t:decision-making/
From edge.org: What we’re saying is that there is a technology emerging from behavioral economics. It’s not only an abstract thing. You can do things with it. We are just at the beginning. I thought that the input of psychology into behavioral economics was done. But hearing Sendhil was very encouraging because there was a lot of new psychology there. That conversation is continuing and it looks to me as if that conversation is going to go forward. It’s pretty intuitive, based on research, good theory, and important. — Daniel Kahneman
by Peter Merholz at Harvard Business Blog. Design thinking is trotted out as a salve for businesses who need help with innovation. The idea is that the left-brained, MBA-trained, spreadsheet-driven crowd has squeezed all the value they can out of their methods. To fix things, all you need to do is apply some right-brained turtleneck-wearing “creatives,” “ideating” tons of concepts and creating new opportunities for value out of whole cloth.
Many of us have fraught relationships with our cash: now psychologists are starting to work out why. Find out what science can tell us about the credit crunch — and how to solve it — in this special feature.
From ChangeThis: The lessons I present call attention to all the ways we can take control of our destiny, with special emphasis on becoming aware of our actions in situations that we commonly confront in our everyday lives. We face constant choices. Our decisions can move us forward towards our goals or shift us into reverse. So many of our negative choices and behaviors start in a mindless and almost automatic fashion. Each of the stories I tell gives you a strategy for taking positive action and eliminating the harmful patterns we commonly fall into that are preventable if we’re tuned in.”
From ChangeThis: Herodotus, the Greek historian, reported that the ancient Persians always made important decisions twice — first when they were drunk, and then again when they were sober. Only if the Persians reached the same decision, drunk and sober, would they act on that decision. In addition to using what might be called a second-chance meeting to review important decisions in an unbiased light, businesses should also take advantage of other means of introducing constructive contention into their decision-making — Our research found nine additional ways to introduce disagreement and to manage that disagreement so it keeps everyone on their toes without harming the camaraderie of a management team:
From Sharp Brains: Where does our “Feeling of Knowing” come from? Have you ever felt certain that you knew an answer even though you couldn’t think of it right off? Where does that “feeling of knowing” come from? The answer to this question is the focus of neurologist Robert Burton’s new book On Being Certain: Believing you are right even when you’re not.
From Scientific American: growing body of research has focused on a particular mental limitation, which has to do with our ability to use a mental trait known as executive function.