JUDGMENT IN MANAGERIAL DECISION MAKING

JUDGMENT IN MANAGERIAL DECISION MAKING

JUDGMENT IN MANAGERIAL DECISION MAKING

T
he human mind packs spectacular power into its modest three-pound mass. With
little effort, we can accomplish sophisticated tasks, such as recognizing faces or catching
a ball, that are far beyond the abilities of even the most powerful computers and
sophisticated robots.
Yet most people remain largely unaware of how their minds accomplish complex
tasks, and self-insight and experience offer little guidance. The fact that we lack an
‘‘operating manual’’ for our minds might not seem important. In fact, however, our lack
of understanding of how our minds work has profound consequences. Without an
understanding of our thoughts and behaviors, we cannot anticipate when the cognitive
processes that usually serve us so well are likely to lead us astray.
Fortunately, psychological research has uncovered many of the clever and sophisticated
shortcuts on which our brains rely to help us get through the day—as well as
common errors that even bright people make on a regular basis. These errors can lead
to minor problems, such as choosing the wrong product or the wrong investment. They
also can contribute to big problems, such as bankruptcy, government inefficiency, and
social injustice.
This book will introduce you to a number of cognitive biases that are likely to affect
the judgment of all types of professionals, from auditors to politicians to salespeople.
You are likely to recognize your own tendencies in the research results that we’ll cover.
The strategies that we suggest for overcoming them will give you the skills you need to
become a better decision maker and to protect yourself, your family, and your organization
from avoidable mistakes.

Max H. Bazerman
Don A. Moore