ARAN - Access to Research at NUI Galway

How are decisions really made? An analysis of the effects of role and option frame on how one makes decisions

ARAN - Access to Research at NUI Galway

Show simple item record

dc.contributor.author Drury, Meghann en
dc.date.accessioned 2010-11-15T15:33:57Z en
dc.date.available 2010-11-15T15:33:57Z en
dc.date.issued 2004-11 en
dc.identifier.citation Drury, M. (2004). How are decisions really made? An analysis of the effects of role and option frame on how one makes decisions. Paper presented at the Society for Judgment and Decision-Making Annual Conference. en
dc.identifier.uri http://hdl.handle.net/10379/1396 en
dc.description.abstract We suggest how people tend to make decisions in organizational change situations regarding certainty, risk, and rationality. Placed in one of two roles: change agent or change target, participants responded to a role-playing downsizing scenario with either two loss- or two gain-framed options from which to choose. We found that participants, regardless of role and option frame, preferred more certain options to risky options; they also tended to be less rational when making decisions, relying more on their principles. Likewise, change targets tend to be more creative than agents by presenting alternative options to replace the two given options for resolving the problem. These findings help us better understand how to efficiently implement organizational changes to ensure smoother decision processes with better results. en
dc.format application/pdf en
dc.language.iso en en
dc.subject Decision making en
dc.subject Change targets en
dc.subject Change agents en
dc.subject Enterprise Agility en
dc.title How are decisions really made? An analysis of the effects of role and option frame on how one makes decisions en
dc.type Conference Paper en
dc.description.peer-reviewed peer-reviewed en

Files in this item

This item appears in the following Collection(s)

Show simple item record