In The Mind within the Brain, David Redish brings together cutting edge research in psychology, robotics, economics, neuroscience, and the new fields of neuroeconomics and computational psychiatry, to offer a unified theory of human decision-making. Most importantly, Redish shows how vulnerabilities, or "failure-modes," in the decision-making system can lead to serious dysfunctions, such as irrational behavior, addictions, problem gambling, and PTSD.
Learn the science of collecting information to make effective decisionsEveryday decisions are made without the benefit of accurate information. Optimal Learning develops the needed principles for gathering information to make decisions, especially when collecting information is time-consuming and expensive. Designed for readers with an elementary background in probability and statistics, the book presents effective and practical policies illustrated in a wide range of applications, from energy, homeland security, and transportation to engineering, health, and business.
Encyclopedia of Public Administration and Public Policy
From the Nuremberg trials to the Civil Service Reform Act of 1978 to recent budget reconciliation bills, the Encyclopedia of Public Administration and Public Policy provides detailed coverage of watershed policies and decisions from such fields as privatization, biomedical ethics, education, and diversity.
Why do smart people make irrational decisions every day? The answers will surprise you. Predictably Irrational is an intriguing, witty and utterly original look at why we all make illogical decisions. Why can a 50p aspirin do what a 5p aspirin can't? If an item is "free" it must be a bargain, right? Why is everything relative, even when it shouldn't be? How do our expectations influence our actual opinions and decisions? In this astounding book, behavioural economist Dan Ariely cuts to the heart of our strange behaviour, demonstrating how irrationality often supplants rational thought and that the reason for this is embedded in the very structure of our minds.
In our tightly wired world, business executives make decisions under pressure. Almost always, these decisions must be made with less than complete information. This course is about how to effectively use data that is currently available (or can be obtained within a reasonable time frame and cost) to improve business decision-making. We will use business examples from functional areas such as finance, marketing, human resources, and operations to illustrate the role of data analysis in decision making. This course is not designed to be a dry sleepy-time set of abstract, mathematical lectures.
