Decision making as a skill
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Judgment and decision making as a skill learning, development and evolution
Part I. Evolutionary and Neural Bases of JDM: 1. The evolved foundations of decision making Andreas Wilke and Peter M. Todd 2. Neural bases of judgment and decision making Oshin Vartanian and David R. Mandel Part II. Developmental Approaches to JDM: 3. Judgment and decision making in young children Anne Schlottmann and Friedrich Wikening 4. Judgment and decision making in adolescents Wandi Brunie de Bruin 5. Aging and decision skills Ellen Peters and Wandi Brunie de Bruin Part III. Learning JDM: 6. Learning of judgment and decision making strategies Rui Mata and Jorg Rieskamp 7. Casual models in judgment and decision making York Hagmayer and David A. Lagnado 8. Learning judgment and decision making from feedback Nigel Harvey Part IV. Improving and Aiding JDM: 9. Improving judgment and decision making through communication and representation Peter Sedlmeier and Denis J. Hilton 10. Aiding judgment and decision making J. Frank Yates and Andrea M. Angott Conclusion: 11. Perspectives on judgment and decision making as a skill Mandeep K. Dhami, Anne Schlottmann, Michael R. Waldman, James Shanteau, Thomas S. Wallsten, Baruch Fischhoff, Irwin P. Levin (with Joshua A. Weller and Elaine A. Bossard) Valerie F. Reyna, Jonathan Baron, Robin M. Hogarth, Joshua Klayman and Michael H. Birnbaum.
Mandeep K Dhami Anne Schlottmann Michael R Waldmann
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Judgment and Decision Making as a Skill: Aging and decision skills
Ellen Peters Wandi Bruine de Bruin
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Judgment and Decision Making as a Skill: Judgment and decision making in young children
Anne Schlottmann Friedrich Wilkening
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Judgment and Decision Making as a Skill
Identifies how human judgment and decision making may evolve, develop and be learned or trained.
Nigel Harvey
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Judgment and Decision Making as a Skill: The evolved foundations of decision making
Andreas Wilke Peter M Todd
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Judgment and Decision Making as a Skill: Judgment and decision making in adolescents
Wandi Bruine de Bruin
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Judgment and Decision Making as a Skill: Figures
Mandeep K Dhami Anne Schlottmann Michael R Waldmann
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Perspectives on Judgment and Decision Making as a Skill
Mandeep K Dhami Anne Schlottmann James Shanteau Thomas S Wallsten Baruch Fischhoff IP Irvin Joshua A Weller Elaine Bossard Valerie F Reyna Jaclyn Baron RM Hogarth Joshua Klayman Mh Birnbaum
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Judgment and Decision Making as a Skill: Preface
Mandeep K Dhami Anne Schlottmann Michael R Waldmann
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Leadership and decision making: a skill for all?
Leadership: a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task Martin Chemers1 Make a decision. Make a DECISION. Make ANY decision. Make it NOW! staff sergeant to officer cadet, Royal Military Academy Sandhurst (2012) The above definition and quotation respectively provide your editor with food for thought concerning the concept of leadership, which is the special focus of this issue of Future Hospital Journal On the one hand this appears to be a collaborative and persuasive skill exercised in measured and controlled circumstances; while on the other it involves taking immediate responsibility for executing a task with potentially profound consequences for all involved, and moreover doing so when tired, hungry and challenged by imperfect knowledge and understanding of the situation in which the leader finds themselves. Parallels between this military approach, in which the challenge of leading more experienced operatives through complex manoeuvres is imposed on the successful trainee immediately after qualification, with that applied to pre registration house officers in 1979 (the year of your editor's graduation) seem superficially to be numerous, excepting the element of physical danger. Thus, a one in two rota leading to progressive exhaustion, insertion into the 'frontline' with minimal experience immediately post medical school, and the need to convey authority to nursing and allied health professionals with immensely more experience and ability than oneself when fearful of the consequences of 'getting it wrong' are strangely familiar concepts. So if this is how leadership is exerted, how can we know if we are ever going to be up to the task? Maybe the armed forces again show the way. The systems employed by Admiralty Interview or Army Officer Selection Boards have been developed over decades and are designed to
Future Hospital Journal
Timothy Warren Evans