Humble Decision-Making Theory

Amitai Etzioni , Public Management Review (2014): Humble Decision-Making Theory, Public Management Review, DOI: 10.1080/14719037.2013.875392

Posted: 30 Jan 2014

See all articles by Amitai Etzioni

Amitai Etzioni

The George Washington University

Date Written: January 28, 2014

Abstract

Behavioural economics provides unusually robust data that show that people have hardwired, systematic cognitive biases that greatly limit their intellectual capabilities. From these observations follows a set of general guidelines for decision-making -- humble decision-making theory -- that if widely adopted may prevent decision-makers of all types from erring, encourage wiser decisions, and enhance overall contentment by helping those making and affected by decisions to moderate their expectations.

Suggested Citation

Etzioni, Amitai, Humble Decision-Making Theory (January 28, 2014). Amitai Etzioni , Public Management Review (2014): Humble Decision-Making Theory, Public Management Review, DOI: 10.1080/14719037.2013.875392. Available at SSRN: https://ssrn.com/abstract=2386862

Amitai Etzioni (Contact Author)

The George Washington University ( email )

2100 Pennsylvania Avenue NW
Suite 4058
Washington, DC 20037
United States

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