Overcoming focusing failures in competitive environments
Overcoming focusing failures in competitive environments
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DOI：
10.1002/bdm.467
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发表时间：
2004-07-01
影响因子：
2
通讯作者：
Bazerman, M
中科院分区：
文献类型：
--
作者：
Idson, LC;Chugh, D;Bazerman, M
本文攻击了行为决策研究领域的主要局限性之一——过去无法利用这些文献来改进决策。基于 Thompson、Gentner、Loewenstein 及其同事的工作（Loewenstein、Thompson、Gentner，1999；Thompson、Gentner 和 Loewenstein，2000；Gentner 和 Markman，1997），本文发现可以减少决策文献中最棘手的问题之一——收购公司问题（Samuelson 和 Bazerman，1985）中的偏见。过去的研究表明，个人之所以提出次优报价，是因为他们没有考虑他人的决定，也没有清楚地理解游戏规则。在当前的研究中，我们发现，通过让研究参与者看到并理解看似不相关的决策问题的差异——蒙蒂霍尔博弈（Nalebuff，1987；Friedman，1998）和多方最后通牒博弈（Messick，Moore，Bazerman，1997；Tor & Bazerman，2003）的版本——研究参与者可以学会更准确地关注其他各方的决策和游戏规则，这是解决问题的关键。解决收购公司问题。这项研究提供了一个新的证据，表明比较和类比过程可能是改善决策的成功方向。版权所有 (C) 2004 John Wiley Sons, Ltd.
This paper attacks one of the chief limitations of the field of behavioral decision research-the past inability to use this literature to improve decision making. Building on the work of Thompson, Gentner, Loewenstein and colleagues (Loewenstein, Thompson, Gentner, 1999; Thompson, Gentner, & Loewenstein, 2000; Gentner & Markman, 1997), the current paper finds that it is possible to reduce bias in one of the most robust problems in the decision literature, the Acquiring a Company Problem (Samuelson & Bazerman, 1985). Past research has shown that individuals make suboptimal offers as a result of the failure to think about the decisions of others and to incorporate a clear understanding of the rules of the game. In the current study, we find that by allowing study participants to see and understand differences in seemingly unrelated decision problems-versions of the Monty Hall Game (Nalebuff, 1987; Friedman, 1998) and Multiparty Ultimatum Game (Messick, Moore, Bazerman, 1997; Tor & Bazerman, 2003)-study participants can learn to focus more accurately on the decisions of other parties and the rules of the game, the keys to solving the Acquiring a Company Problem. This research offers a new piece of evidence that comparative and analogical processes may be a successful direction for improving decision making. Copyright (C) 2004 John Wiley Sons, Ltd.