{"product_id":"framing-decisions-hardcover","title":"Framing Decisions - Hardcover","description":"\u003cp\u003eby \u003cb\u003eJ. Davidson Frame\u003c\/b\u003e (Author)\u003c\/p\u003e\u003cp\u003eThe economic crisis of 2008-2009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions-- political power brokers, business leaders, and large segments of the general public--made a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in \u003ci\u003eFraming Decisions: Decision Making That Accounts for Irrationality, People, and Constraints\u003c\/i\u003e, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle-- irrationality, people, and constraints. \u003c\/p\u003e\u003cp\u003eFrame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's \u003ci\u003esocial space\u003c\/i\u003e and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people - both as individuals and in groups.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eFraming Decisions\u003c\/i\u003e offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems.\u003c\/p\u003e\u003ch3\u003eFront Jacket\u003c\/h3\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003eframing decisions\u003c\/p\u003e \u003cp\u003eThe economic crisis of 2008-2009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions--political power brokers, business leaders, and large segments of the general public--made a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in \u003ci\u003eFraming Decisions: Decision Making That Accounts for Irrationality, People, and Constraints\u003c\/i\u003e, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle--irrationality, people, and constraints. \u003c\/p\u003e\u003cp\u003eFrame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's \u003ci\u003esocial space\u003c\/i\u003e and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people - both as individuals and in groups. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eFraming Decisions \u003c\/i\u003eoffers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems.\u003c\/p\u003e\u003ch3\u003eBack Jacket\u003c\/h3\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003eThe economic crisis of 2008-2009 was a transformational event: it demonstrated that smart people aren't as smart as they and the public think. The crisis arose because a lot of highly educated people in high-impact positions--political power brokers, business leaders, and large segments of the general public--made a lot of bad decisions despite unprecedented access to data, highly sophisticated decision support systems, methodological advances in the decision sciences, and guidance from highly experienced experts. How could we get things so wrong? The answer, says J. Davidson Frame in \u003ci\u003eFraming Decisions: Decision Making That Accounts for Irrationality, People, and Constraints\u003c\/i\u003e, is that traditional processes do not account for the three critical immeasurable elements highlighted in the book's subtitle--irrationality, people, and constraints. \u003c\/p\u003e\u003cp\u003eFrame argues that decision-makers need to move beyond their single-minded focus on rational and optimal solutions as preached by the traditional paradigm. They must accommodate a decision's \u003ci\u003esocial space\u003c\/i\u003e and address the realities of dissimulation, incompetence, legacy, greed, peer pressure, and conflict. In the final analysis, when making decisions of consequence, they should focus on people - both as individuals and in groups. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eFraming Decisions\u003c\/i\u003e offers a new approach to decision making that gets decision-makers to put people and social context at the heart of the decision process. It offers guidance on how to make decisions in a real world filled with real people seeking real solutions to their problems.\u003c\/p\u003e\u003ch3\u003eAuthor Biography\u003c\/h3\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003e\u003cb\u003eJ. DAVIDSON FRAME\u003c\/b\u003e is academic dean and cofounder of the University of Management and Technology (UMT) in Arlington, Virginia, one of the first fully online degree-conferring universities in the United States. Prior to joining the UMT faculty, he served as chairman of the Department of Management Science at George Washington University. Frame is the author of four prior books with Jossey-Bass, including the business bestseller \u003ci\u003eManaging Projects in Organizations, Third Edition\u003c\/i\u003e. He is a fellow of the Project Management Institute (PMI), where he received PMI's Outstanding Contribution Award and was named PMI's Person of the Year.\u003c\/p\u003e\u003cdiv\u003e\n\u003cstrong\u003eNumber of Pages:\u003c\/strong\u003e 304\u003c\/div\u003e\u003cdiv\u003e\n\u003cstrong\u003eDimensions:\u003c\/strong\u003e 1.04 x 9.32 x 7.43 IN\u003c\/div\u003e\u003cdiv\u003e\n\u003cstrong\u003ePublication Date:\u003c\/strong\u003e November 19, 2012\u003c\/div\u003e","brand":"Books by splitShops","offers":[{"title":"Default Title","offer_id":42738520064063,"sku":"9781118014899","price":82.94,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0105\/8226\/1823\/files\/c8f1da920fd7d268d0b5f0e8e9fe5c9b.webp?v=1765153586","url":"https:\/\/dhlswag.com\/products\/framing-decisions-hardcover","provider":"BBB","version":"1.0","type":"link"}