Summary of Module Content:
The module addressed the importance of
understanding the role many types of cognitive
biases can play in our decision making and how
we might overcome these biases and improve
the quality of our decision style. Discussion
moved to the role of heuristics and the
contested nature of heuristics in making fast
and good quality decisions whilst discounting
the prevailing negative notions surrounding our
use of mental shortcuts. The notion that
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ANUSHA CLOASGUOLUAT 10
use of mental shortcuts. The notion that
heuristics were all bad was questioned and
again understanding was sought on how we can
make better use of heuristics in our decision
style. The importance of ethics to good decision
making investigated ways of integrating the
ethical dimension into our decisions and the
need to reduce uncertainty around what
constituted appropriate, ethical decision
behaviour. Module 4 has also provided insights
into own styles through a wider understanding
of biases and errors in our decision making and
the ethical considerations required to make
great decisions.
Ressourrccess
Akinici, C., & Sadler-Smith, E. (2012). Intuition in
management research: A historical review.
International Journal of Management Review,
14, 104-122.
Beshears, B., & Gino, F. (2015). Leaders as
decision Architects. Harvard Business Review,
May, 52-62.
Dhami, M.K. & Thomson, M.E. (2012). On the
relevance of cognitive continuum theory and
quasi-rationality for understanding.
management judgement and decision making.
European Management Journal. 30, 316-326.
Module 4 – Discussion Forum
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