Wharton on making decisions

A Complex Web of Decisions (S. Hoch & H. Kunreuther). PERSONAL DECISION MAKING. The Emotional Nature of Decision Trade-Offs (M. Luce, et al.). Bumbling Geniuses: The Power of Everyday Reasoning in Multistage Decision Making (R. Meyer & J. Hutchinson). Choosing Variety (B. Kahn & A. Morales). MANAGERIAL DECISION MAKING. Combining Models with Intuition to Improve Decisions (S. Hoch). Reflective versus Expedient Decision Making: Views from East and West (K. Jehn & K. Weigelt). Decision Making in Complex Environments: New Tools for a New Age (P. Kleindorfer). Managing Frames to Make Better Decisions (P. Schoemaker & J. Russo). MULTIPARTY DECISION MAKING. Strategic Learning and Teaching (C. Camerer & T. Ho). Reputations in Negotiation (S. Glick & R. Croson). Deception in Negotiations (M. Schweitzer). Electronic Bargaining: The Perils of E-Mail and the Promise of Computer-Assisted Negotiations (G. Shell). IMPACT OF DECISION MAKING ON SOCIETY. A Change of Heart: Unexpected Responses to Medical Testing (J. Hershey & D. Asch). Values and Decisions (J. Irwin & J. Baron). Protective Decisions: Fear or Prudence (H. Kunreuther). Learners or Lemmings: The Nature of Information Cascades (F. Oberholzer-Gee). Split Personality: Inconsistencies in Private and Public Decisions (M. Pauly). Notes. Index.

'Wharton on Making Decisions provides a unique blend of theory and practical experience. The authors' insights are at many times humorous, always instructive, and definitely thought provoking. This book should be recommended reading for decision makers in today's fast-moving world where alternative choices are increasing in number, complexity, and importance.'-Arthur D. Collins Jr., President and COO, Medtronic, Inc. 'This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process. Wharton on Making Decisions does just that.'-Rakesh Gangwal, President and CEO, U.S. Airways 'Wharton on Making Decisions takes a thorough look at the hard and soft sides of decision making-the intuitive as well as the analytical. With the frenetic pace and complexities of decision making today, this is reading that no manager should miss.'-Robert S. Morrison, Chairman, President, and CEO, The Quaker Oats Company 'The depth and breadth of the Wharton collection will help establish the case for the decision sciences to become a new major field of undergraduate and graduate studies at many universities (including my own at Harvard). Thanks, Wharton!' -Howard Raiffa, Frank P. Ramsey Professor of Managerial Economics Emeritus, Harvard Business School 'As managers, we would be pretty disappointed if someone could give us our batting average on the decisions we make. I have no doubt this book can improve your average.'-Jean-Pierre Rosso, Chairman, CNH Global N.V. 'Wharton on Making Decisions offers penetrating insight into the art and science of decision making. Relevant to both business and personal life, it's a must read for any decision maker.'-Alfred P. West Jr., Chairman and CEO, SEI Investments