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| Introduction to Managerial Decision Making | |
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| The Anatomy of Decisions | |
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| System 1 and System 2 Thinking | |
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| The Bounds of Human Rationality | |
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| Introduction to Judgmental Heuristics | |
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| An Outline of Things to Come | |
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| Common Biases | |
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| Biases Emanating from the Availability Heuristic | |
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| Biases Emanating from the Representativeness Heuristic | |
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| Biases Emanating from the Confirmation Heuristic | |
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| Integration and Commentary | |
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| Bounded Awareness | |
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| Inattentional Blindness | |
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| Change Blindness | |
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| Focalism and the Focusing Illusion | |
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| Bounded Awareness in Groups | |
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| Bounded Awareness in Strategic Settings | |
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| Bounded Awareness in Auctions | |
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| Discussion | |
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| Framing and the Reversal of Preferences | |
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| Framing and the Irrationality of the Sum of Our Choices | |
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| We Like Certainty, Even Pseudocertainty | |
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| The Framing and the Overselling of Insurance | |
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| What's It Worth to You? | |
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| The Value We Place on What We Own | |
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| Mental Accounting | |
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| Do No Harm, the Omission Bias, and the Status Quo | |
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| Rebate/Bonus Framing | |
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| Joint Versus Separate Preference Reversals | |
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| Conclusion and Integration | |
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| Motivational and Emotional Influences on Decision Making | |
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| When Emotion and Cognition Collide | |
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| Positive Illusions | |
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| Self-Serving Reasoning | |
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| Emotional Influences on Decision Making | |
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| Summary | |
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| The Escalation of Commitment | |
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| The Unilateral Escalation Paradigm | |
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| The Competitive Escalation Paradigm | |
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| Why Does Escalation Occur? | |
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| Integration | |
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| Fairness and Ethics in Decision Making | |
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| Perceptions of Fairness | |
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| Bounded Ethicality | |
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| Conclusion | |
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| Common Investment Mistakes | |
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| The Psychology of Poor Investment Decisions | |
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| Active Trading | |
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| Action Steps | |
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| Making Rational Decisions in Negotiations | |
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| A Decision-Analytic Approach to Negotiations | |
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| Claiming Value in Negotiation | |
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| Creating Value in Negotiation | |
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| The Tools of Value Creation | |
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| Summary and Critique | |
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| Negotiator Cognition | |
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| The Mythical Fixed Pie of Negotiation | |
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| The Framing of Negotiator Judgment | |
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| Escalation of Conflict | |
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| Overestimating Your Value in Negotiation | |
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| Self-Serving Biases in Negotiation | |
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| Anchoring in Negotiations | |
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| Conclusions | |
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| Improving Decision Making | |
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| Use Decision-Analysis Tools | |
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| Acquire Expertise | |
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| Debias Your Judgment | |
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| Reason Analogically | |
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| Take an Outsider's View | |
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| Understand Biases in Others | |
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| Conclusion | |
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| References | |
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| Index | |