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In the Second Edition of Rational Choice in an Uncertain World the authors compare the basic principles of rationality with actual behaviour in making decisions. They describe theories and research findings from the field of judgment and decision making in a non-technical manner, using anecdotes as a teaching device. Intended as an introductory textbook for advanced undergraduate and graduate students, the material not only is of scholarly interest but is practical as well. The Second Edition includes: - more coverage on the role of emotions, happiness, and general well-being in decisions - a summary of the new research on the neuroscience of decision processes - more discussion of the adaptive value of (non-rational heuristics) - expansion of the graphics for decision trees, probability trees, and Venn diagrams.
Robert Rubin was sworn in as the seventieth U.S. Secretary of the Treasury in January 1995 in a brisk ceremony attended only by his wife and a few colleagues. As soon as the ceremony was over, he began an emergency meeting with President Bill Clinton on the financial crisis in Mexico. This was not only a harbinger of things to come during what would prove to be a rocky period in the global economy; it also captured the essence of Rubin himself--short on formality, quick to get into the nitty-gritty. From his early years in the storied arbitrage department at Goldman Sachs to his current position as chairman of the executive committee of Citigroup, Robert Rubin has been a major figure at the center of the American financial system. He was a key player in the longest economic expansion in U.S. history. With In an Uncertain World, Rubin offers a shrewd, keen analysis of some of the most important events in recent American history and presents a clear, consistent approach to thinking about markets and dealing with the new risks of the global economy. Rubin's fundamental philosophy is that nothing is provably certain. Probabilistic thinking has guided his career in both business and government. We see that discipline at work in meetings with President Clinton and Hillary Clinton, Chinese premier Zhu Rongji, Alan Greenspan, Lawrence Summers, Newt Gingrich, Sanford Weill, and the late Daniel Patrick Moynihan. We see Rubin apply it time and again while facing financial crises in Asia, Russia, and Brazil; the federal government shutdown; the rise and fall of the stock market; the challenges of the post-September 11 world; the ongoing struggle over fiscal policy; and many other momentous economic and political events. With a compelling and candid voice and a sharp eye for detail, Rubin portrays the daily life of the White House-confronting matters both mighty and mundane--as astutely as he examines the challenges that lie ahead for the nation. Part political memoir, part prescriptive economic analysis, and part personal look at business problems, In an Uncertain World is a deep examination of Washington and Wall Street by a figure who for three decades has been at the center of both worlds. From the Hardcover edition.
The Fast-Paced, Fun-to-Read Guide to Making Better Decisions! How much information do you really need to make a business decision? Why don't past winners keep on winning? When should you fold your hand, and when should you press on? In The Art of Decisions, Chris Blake reveals the amazing hidden realities beneath human decision making-and helps you optimize every decision you make. Blake begins by exploding the #1 myth of decision making: the idea that if you have enough knowledge, you can engineer away all risk and make a rational, objective decision that's nearly guaranteed to succeed. Next, Blake turns to the decision-making process itself, teaching better ways to make decisions in a world full of uncertainty, randomness, and tough luck. Drawing on the secrets of psychology, poker, and probability, you'll learn how to identify and overcome biases and errors that constantly creep into the decision-making process. You'll discover the power and pitfalls of intuition in familiar and unfamiliar environments and learn "rules of thumb" drawn from fields as diverse as gambling and computer programming. You're human. You'll never be perfect. But if you want to be right more often, when it matters most, this book will get you there. * Decision-making lessons from Texas Hold'em ¿¿ What to do about the risks and randomness you can't eliminate * Follow your instinct or follow the rules? ¿¿ When to use your intuition--and when to doubt it * Know when it's time to decide ¿¿ How to know when you know enough * Make better decisions in unfamiliar environments ¿¿ Hire a guide or make a map?
Community Development in an Uncertain World is an essential resource for students and professionals in the human services.
In a world characterized by increasing complexity and volatility, managers must be able to flexibly adapt their strategies to changing environmental conditions. Traditional strategic management frameworks often fail in this context. Therefore, we present "scenario-based strategic planning" as a framework for strategic management in an uncertain world. Previous approaches to scenario planning were complex and focused on the long term, but the approach developed by Roland Berger and the Center for Strategy and Scenario Planning at HHL Leipzig Graduate School of Management is different. By designing appropriate tools and integrating scenario planning into strategic planning, we have made our approach less complex and easier for firms to apply. We illustrate the approach with examples from different industries.
Knowledge in an Uncertain World is an exploration of the relation between knowledge, reasons, and justification. According to the primary argument of the book, you can rely on what you know in action and belief, because what you know can be a reason you have and you can rely on the reasons you have. If knowledge doesn't allow for a chance of error, then this result is unsurprising. But if knowledge does allow for a chance of error - as seems required if we know much ofanything at all - this result entails the denial of a received position in epistemology. Because any chance of error, if the stakes are high enough, can make a difference to what can be relied on, two subjects with the same evidence and generally the same strength of epistemic position for a proposition candiffer with respect to whether they are in a position to know.In defending these points, Fantl and McGrath investigate the ramifications for debates about epistemological externalism and contextualism, the value and importance of knowledge, Wittgensteinian hinge propositions, Bayesianism, and the nature of belief. The book is essential reading for epistemologists, philosophers who work on reasons and rationality, philosophers of language and mind, and decision theorists.

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