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Framing decisions: decision-making that accounts for irrationality, people and constraints
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 o...
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| Lenguaje: | eng |
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Wiley
2012
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| Acceso en línea: | http://cds.cern.ch/record/1956247 |
| _version_ | 1780944476577988608 |
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| author | Frame, J Davidson |
| author_facet | Frame, J Davidson |
| author_sort | Frame, J Davidson |
| collection | CERN |
| description | 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 |
| id | cern-1956247 |
| institution | Organización Europea para la Investigación Nuclear |
| language | eng |
| publishDate | 2012 |
| publisher | Wiley |
| record_format | invenio |
| spelling | cern-19562472021-04-21T20:51:22Zhttp://cds.cern.ch/record/1956247engFrame, J DavidsonFraming decisions: decision-making that accounts for irrationality, people and constraintsInformation Transfer and ManagementThe 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 FramingWileyoai:cds.cern.ch:19562472012 |
| spellingShingle | Information Transfer and Management Frame, J Davidson Framing decisions: decision-making that accounts for irrationality, people and constraints |
| title | Framing decisions: decision-making that accounts for irrationality, people and constraints |
| title_full | Framing decisions: decision-making that accounts for irrationality, people and constraints |
| title_fullStr | Framing decisions: decision-making that accounts for irrationality, people and constraints |
| title_full_unstemmed | Framing decisions: decision-making that accounts for irrationality, people and constraints |
| title_short | Framing decisions: decision-making that accounts for irrationality, people and constraints |
| title_sort | framing decisions: decision-making that accounts for irrationality, people and constraints |
| topic | Information Transfer and Management |
| url | http://cds.cern.ch/record/1956247 |
| work_keys_str_mv | AT framejdavidson framingdecisionsdecisionmakingthataccountsforirrationalitypeopleandconstraints |