Abstract
Suppose you are a manager who must decide which of your employees to promote to an important, decision-making position. You chose your two top performers as candidates and evaluate their decision-making styles. One, you discover, makes decisions with logic. She collects the relevant information, analyzes the options, and assesses the uncertainties. Her choices nearly always produce good results. Occasionally, however, things have turned out less than perfect because of circumstances impossible to foresee. The other candidate, you find, has had a string of remarkable successes, but bases all of his choices on the flip of a “special” 1964 quarter that was left in his office by a previous employee. What should you do?
“Deliberate as often as you please, but when you decide it is once for all.” Publilius Syrus, Sententiae, No. 132
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Merkhofer, M.W., Maxwell, L.C. (1999). Assessment, Refinement, and Narrowing of Options. In: Dale, V.H., English, M.R. (eds) Tools to Aid Environmental Decision Making. Springer, New York, NY. https://doi.org/10.1007/978-1-4612-1418-2_8
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DOI: https://doi.org/10.1007/978-1-4612-1418-2_8
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