Garantie de satisfaction à 100% Disponible immédiatement après paiement En ligne et en PDF Tu n'es attaché à rien
logo-home
Recherché précédemment par vous
Recherché précédemment par vous
logo
Samenvatting Leadership and Behavioural Decision Making (Behavioural Decision Making) KULeuven MBA () €5,49
Ajouter au panier
Accédez rapidement à
Aperçu
  2.  
  3. Katholieke Universiteit Leuven (KU Leuven)
  4.  
  5. Master In Business Administration
  6.  
  7. Leadership and Behavioural Decision Making

Resume

Samenvatting Leadership and Behavioural Decision Making (Behavioural Decision Making) KULeuven MBA ()
 2 fois vendu

Volledige en duidelijke samenvatting van het vak Leadership and Behavioural Decision Making gedeelte Behavioural Decision Making gegeven door L. Brebels. De samenvatting bevat alle slides uit de les aangevuld met eigen notities.

Dernier document publié: 3 année de cela

Aperçu 4 sur 45  pages

Infos sur le Document

  • 28 décembre 2021
  • 6 janvier 2022
  • 45
  • 2021/2022
  • Resume

Sujets

  • mba
  • antwerp
  • kuleuven
  • leadership and behavioural decision making
  • behavioural decision making
  • l brebels

École, étude et sujet

Tous les documents sur ce sujet (2)

Vendeur

avatar-seller
yentevdb1

Avis reçus

Aperçu du contenu

TABLE OF CONTENTS

INTRODUCTION TO BEHAVIOURAL DECISION-MAKING .................................................................................. 2
WHAT IS BEHAVIOURAL DECISION MAKING .................................................................................................................. 2
PROSPECT THEORY .................................................................................................................................................. 5
LOSS AVERSION ...................................................................................................................................................... 6
FRAMING .............................................................................................................................................................. 7
EMOTION.............................................................................................................................................................. 7
COGNITIVE DISSONANCE ........................................................................................................................................ 10
WILLPOWER ........................................................................................................................................................ 11
INCENTIVES ......................................................................................................................................................... 13
SOCIAL ............................................................................................................................................................... 13
BEHAVIOURAL SCIENCE OF JUSTICE AND MORALITY .................................................................................... 14
INTRODUCTION AND ORIGINS OF JUSTICE AND MORALITY .............................................................................................. 14
UNDERSTANDING FAIRNESS IN THE WORKPLACE .......................................................................................................... 16
RECIPIENT’S PERCEIVED FAIRNESS .............................................................................................................................18
ACTOR’S JUSTICE ENACTMENT ................................................................................................................................. 22
GROUP DECISION MAKING .......................................................................................................................... 25
PERFORMANCE: THE INDIVIDUAL AND THE GROUP ....................................................................................................... 25
COLLECTIVE INTELLIGENCE ...................................................................................................................................... 28

BEHAVIOURAL SCIENCE AND POLICY ........................................................................................................... 31
HOW SOCIAL IDENTITY CAN SHAPE NORMS FOR CHEATING ............................................................................................. 31
ATTRIBUTIONS OF GOOD AND BAD ........................................................................................................................... 33
ETHICS POLICIES AND CODES OF CONDUCT ................................................................................................................. 33
A BEHAVIOURAL ETHICS INSPIRED FRAMEWORK TO REDUCE UNETHICAL BEHAVIOUR IN ORGANISATIONS.................................. 34

HOW TO IMPROVE THE QUALITY OF ORGANIZATIONAL DECISION-MAKING ................................................ 40

,INTRODUCTION TO BEHAVIOURAL DECISION-MAKING

Service: caffè Sapienza

Supporting organizations to build (or strengthen) their own internal capacity for evidence-
based decision-making

First problem

Linda is 31 years old, single, outspoken, and very bright. She majored in philosophy. As a
student, she was deeply concerned with issues of discrimination and social justice, and also
participated in anti-nuclear demonstrations.

Which is more probable?

a) Linda is a bank teller è it is less probable that both characteristics apply to Linda
(mathematically speaking)
b) Linda is a bank teller and is active in the feminist movement

Representative bias = according to the information available you will create a certain image
about the person, but in the end, you are just speculating (human thinking)

Behavioural decision making is about decision making under circumstances of risk and
uncertainty

WHAT IS BEHAVIOURAL DECISION MAKING

- Decision making for humans
o Based on insights from behavioural economics research (and related
disciplines like behavioural ethics, behavioural law etc.)
- Behavioral Economics (BE): adding behavioral scientific insights (e.g., cognitive
and social psychology) to economic analysis in order to strengthen economics in its
own domain (e.g., increasing effectiveness of policy-making)
- Emerged about 40 years ago as a collaboration between Richard Thaler (financial
economist), Daniel Kahneman and Amos Tversky (two cognitive psychologists)
è Behavioral Economics is based on a marriage between financial economics
and cognitive psychology
- Focus: human judgment and decision-making under circumstances that involve risk
or uncertainty

Where does BE come from

Richard H. Thaler (co-author of Nudging)

- The making of Behavioral Economics – Misbehaving

,Why study ‘econs’?

Thaler portrays economics as studying these fictional creatures, called 'econs'

- 'Econs' correspond to the 'ideal' of perfectly rational decision-makers
o Optimization (based on available information)
o No self-control problems
o Unbiased beliefs
o Self-interest
- According to Thaler "no one, not even economists themselves think and act like
econs"; "I have never met one, myself"
è Even economists don’t think like econs, they also tend to make ‘stupid’
decisions
- Yet, 'econs' may exist today (i.e., the algorithmic decision-making that characterizes
AI and machine learning could be regarded as making decisions in a very 'econ'-like
manner)

AI = decision making based on algorithms, based on formulas

- Only suitable for things with one correct solution, where there is certainty
- Algorithms incorporate the same biases as humans (are thus not unbiased)

BE is about how much humans differ from ‘econs’

- Herbert Simon coined the term “bounded rationality” to describe the decision-making
of humans
o Complexity and time constraints make people rely on mental shortcuts (i.e.,
heuristics) rather than on full cost-benefit analyses.
- Thaler argued that economic policy-making should target humans, not econs, and
that this is possible because human ‘irrationalities’ are not random, but predictable
(systematic).
è According to Thaler, BE is about understanding how humans differ from
econs
è You can predict how the irrational thinking of humans will deviate from econs
(it is not random but systematic)

Bounded rationality = humans make irrational decisions due to complexity or time constraint

- Humans are capable or rational decision making, but don’t do so because of these
factors

, Econ-Human conversation

- Econ: Why did you remove the cashews?
- Human: Because I did not want to eat any more of them.
- Econ: If you did not want to eat any more nuts, then why go to the trouble of
removing them? You could have simply acted on your preference and stopped
eating.
- Human: I removed the bowl because if the nuts were still available, I would have
eaten more.
- Econ: I that case, you prefer to eat more cashews, so removing them was stupid.

Humans don’t have fixed preferences; preferences can be influenced by small things in the
context

The methodology of BDM research

- Originally: only experiments – theory development
o Experimental control helped delineate behavioral explanations from standard
ones
o Choice of contrasts – conditions (importance of reference points)
- Gradual evolution toward a broader set - applicability
o Field studies – secondary data
o Natural experiments – random controlled trials
o Computer simulations
o Brain scans

Experimental control = coming up with manipulations during experiments (quantitative
changes during treatment)

Impact of BDM on governance is premature, appealing and controversial

- Growing awareness of the limits and inadequacy of current economic systems
- Evolutionary scope of behavioural sciences ("harnessing the power of our
unconsciousness")
- Major opportunities due to Big data analytics and Artificial Intelligence
- Health, well-being, and governance implications
o Simple, insightful solutions
o Relatively costless regulation

Important concept of Thaler: use latest insights of human psychology to guide people
towards better and healthier decisions (philosophy of nudging)

Les avantages d'acheter des résumés chez Stuvia:

Qualité garantie par les avis des clients

Qualité garantie par les avis des clients

Les clients de Stuvia ont évalués plus de 700 000 résumés. C'est comme ça que vous savez que vous achetez les meilleurs documents.

L’achat facile et rapide

L’achat facile et rapide

Vous pouvez payer rapidement avec iDeal, carte de crédit ou Stuvia-crédit pour les résumés. Il n'y a pas d'adhésion nécessaire.

Focus sur l’essentiel

Focus sur l’essentiel

Vos camarades écrivent eux-mêmes les notes d’étude, c’est pourquoi les documents sont toujours fiables et à jour. Cela garantit que vous arrivez rapidement au coeur du matériel.

Foire aux questions

Qu'est-ce que j'obtiens en achetant ce document ?

Vous obtenez un PDF, disponible immédiatement après votre achat. Le document acheté est accessible à tout moment, n'importe où et indéfiniment via votre profil.

Garantie de remboursement : comment ça marche ?

Notre garantie de satisfaction garantit que vous trouverez toujours un document d'étude qui vous convient. Vous remplissez un formulaire et notre équipe du service client s'occupe du reste.

Auprès de qui est-ce que j'achète ce résumé ?

Stuvia est une place de marché. Alors, vous n'achetez donc pas ce document chez nous, mais auprès du vendeur yentevdb1. Stuvia facilite les paiements au vendeur.

Est-ce que j'aurai un abonnement?

Non, vous n'achetez ce résumé que pour €5,49. Vous n'êtes lié à rien après votre achat.

Peut-on faire confiance à Stuvia ?

4.6 étoiles sur Google & Trustpilot (+1000 avis)

68175 résumés ont été vendus ces 30 derniers jours

Fondée en 2010, la référence pour acheter des résumés depuis déjà 15 ans

Commencez à vendre!
€5,49  2x  vendu
  • (0)
Ajouter au panier
Ajouté