The Use of the Decomposition Principle in Making Judgments

Organizational Behavior and Human Performance, Vol. 14, pp. 257-263, 1975

6 Pages Posted: 30 Jul 2008

See all articles by J. Scott Armstrong

J. Scott Armstrong

University of Pennsylvania - Marketing Department

Date Written: July 27, 2008

Abstract

One hundred and fifty-one subjects were randomly divided into two groups of roughly equal size. One group was asked to respond to a decomposed version of a problem and the other group was presented with the direct form of the problem. The results provided support for the hypotheses that people can make better judgments when they use the principle of decomposition; and that decomposition is especially valuable for those problems where the subject knows little. The results suggest that accuracy may be improved if the subject provides the data and the computer analyzes it, than if both steps were done implicitly by the subjects.

Suggested Citation

Armstrong, J. Scott, The Use of the Decomposition Principle in Making Judgments (July 27, 2008). Organizational Behavior and Human Performance, Vol. 14, pp. 257-263, 1975. Available at SSRN: https://ssrn.com/abstract=1181622

J. Scott Armstrong (Contact Author)

University of Pennsylvania - Marketing Department ( email )

700 Jon M. Huntsman Hall
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Philadelphia, PA 19104-6340
United States
215-898-5087 (Phone)
215-898-2534 (Fax)

HOME PAGE: http://marketing.wharton.upenn.edu/people/faculty/armstrong.cfm

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