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Intuitive decision-making is based on implicit knowledge relayed to the conscious mind at the point of decision through affect or unconscious cognition. Some studies also suggest that intuitive decision-making relies more on the mind's parallel processing functions, while deliberative decision-making relies more on sequential processing.
Gary Klein (born February 5, 1944, in New York City, New York, U.S.) is a research psychologist famous for pioneering in the field of naturalistic decision making. [1] By studying experts such as firefighters in their natural environment, he discovered that laboratory models could not adequately describe decision making under time pressure and uncertainty.
The decision-maker must rely on a combination of experience, intuition, and available data to make informed choices under pressure. Prioritizing critical elements, assessing potential outcomes, and considering the immediate and long-term consequences are crucial aspects of effective time-critical decision-making.
Gigerenzer & Gaissmaier (2011) state that sub-sets of strategy include heuristics, regression analysis, and Bayesian inference. [14]A heuristic is a strategy that ignores part of the information, with the goal of making decisions more quickly, frugally, and/or accurately than more complex methods (Gigerenzer and Gaissmaier [2011], p. 454; see also Todd et al. [2012], p. 7).
Decision intelligence is based on the recognition that, in many organizations, decision-making could be improved if a more structured approach were used. Decision intelligence seeks to overcome a decision-making "complexity ceiling", which is characterized by a mismatch between the sophistication of organizational decision-making practices and ...
Data-informed decision-making (DIDM) gives reference to the collection and analysis of data to guide decisions that improve success. [1] Another form of this process is referred to as data-driven decision-making, "which is defined similarly as making decisions based on hard data as opposed to intuition, observation, or guesswork."
Gerd Gigerenzer (born 3 September 1947) is a German psychologist who has studied the use of bounded rationality and heuristics in decision making.Gigerenzer is director emeritus of the Center for Adaptive Behavior and Cognition (ABC) at the Max Planck Institute for Human Development, [1] Berlin, director of the Harding Center for Risk Literacy, [2] University of Potsdam, and vice president of ...
Knowledge-Based Decision-Making (KBDM) in management is a decision-making process [2] that uses predetermined criteria to measure and ensure the optimal outcome for a specific topic. KBDM is used to make decisions by establishing a thought process and reasoning behind a decision. [ 3 ]