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Uncertainty management theory (UMT), developed by Dale Brashers, addresses the concept of uncertainty management. Several theories have been developed in an attempt to define uncertainty, identify its effects and establish strategies for managing it. [1] Uncertainty management theory was the first theory to decline the idea that uncertainty is ...
Anxiety/uncertainty management (AUM) theory is known as the high levels of anxiety one may experience as they come in contact with those of another culture. This concept was first introduced by William B. Gudykunst to further define how humans effectively communicate based on their anxiety and uncertainty in social situations.
In decision theory and economics, ambiguity aversion (also known as uncertainty aversion) is a preference for known risks over unknown risks.An ambiguity-averse individual would rather choose an alternative where the probability distribution of the outcomes is known over one where the probabilities are unknown.
Ambiguity tolerance–intolerance was formally introduced in 1949 through an article published by Else Frenkel-Brunswik, who developed the concept in earlier work on ethnocentrism in children [3] In the article which defines the term, she considers, among other evidence, a study of schoolchildren who exhibit prejudice as the basis for the existence of intolerance of ambiguity.
There may be uncertainty regarding the best technological process, or when a superior technology may be invented. Furthermore, external uncertainty can be influenced by powerful firms which can establish standards for product specifications while small firms have to adjust to this. Finally, uncertainty can arise from within the firm as well.
Risk is a state of uncertainty, where some possible outcomes have an undesired effect or significant loss. Measurement of risk includes a set of measured uncertainties, where some possible outcomes are losses, and the magnitudes of those losses.
The foundation of the uncertainty reduction theory stems from the information theory, originated by Claude E. Shannon and Warren Weaver. [2] Shannon and Weaver suggests, when people interact initially, uncertainties exist especially when the probability for alternatives in a situation is high and the probability of them occurring is equally high. [6]
The I-Change Model assumes that these motivational processes are determined by various predisposing factors such as behavioral factors (e.g. life styles), psychological factors (e.g. personality), biological factors (e.g. gender, genetic predisposition), social and cultural factors (e.g. the price of cigarettes, policies), and information ...