On the relevance of Cognitive Continuum Theory and quasirationality for understanding management judgment and decision making

Dhami, Mandeep K.; Thomson, Mary E.

doi:10.1016/j.emj.2012.02.002

Cited by 57 publications

(58 citation statements)

References 73 publications

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“…Indeed, Hammond, Hamm, Grassia, and Pearson (1987) empirically tested and found support for these predictions in judgments of expert highway engineers and others have found similar support in for CCT in domains such as nursing (Standing, 2008), management, (Dhami & Thomson, 2012), and social work (Van de Luitgaarden, 2009).…”

Section: Cognitive Continuum Theorymentioning

confidence: 82%

Leveraging Social Judgment Theory to Examine the Relationship between Social Cues and Signals in Human-Robot Interactions

Wiltshire

Snow

Lobato

et al. 2014

Proceedings of the Human Factors and Ergonomics Society Annual

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Human-robot interaction (HRI) research requires new techniques for understanding the social dynamics that occur at the interface between humans and robots. Prior work has focused on incorporating the social cues and social signals distinction from the field of social signal processing and complementing this with recent advances in understanding human social cognition that specify two primary types of cognitive processes. A related account, stemming from Social Judgment Theory (SJT), specifies a Lens Model for which cues can be interpreted as well as the task conditions that would induce either of the types of cognitive processes. Surprisingly, SJT-based research has not yet examined the social cue and signal relationship. We argue it provides an ideal path forward for such research and we integrate these related disciplines of study to provide a theoretically derived account that can be useful for both the design of humanhuman and HRI experiments focused on social interaction dynamics.

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Section: Cognitive Continuum Theorymentioning

confidence: 82%

Leveraging Social Judgment Theory to Examine the Relationship between Social Cues and Signals in Human-Robot Interactions

Wiltshire

Snow

Lobato

et al. 2014

Proceedings of the Human Factors and Ergonomics Society Annual

View full text Add to dashboard Cite

show abstract

“…In the situation rather emergent, however, optimal pathway is normally employed, by which the needs evoked directly by tasks are incorporated into a comprehensive context of utility-evaluation pool covering all relevant concerns. The context is also theoretically influenced by vast amount of factors, including proceeding emotional state, existed memory and experiences, subjective personality, environmental and social effectors, framing effects, and so on (Dhami andThomson 2012 or Dewberry, Juanchich, andNarendran 2013). Interactions or perhaps a competitive or mutually exclusive relationship between these two pathways is appreciable.…”

Section: Dual Cognitive Pathways Modelmentioning

confidence: 97%

The effect of emotion and time pressure on risk decision-making

Wang

Pang

et al. 2014

Journal of Risk Research

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Emotion and time pressure are two important factors affecting risk decisionmaking. This study explored the interaction of emotion and time pressure on risk decision-making by adopting 3 (emotion state: positive emotion, negative emotion, and control group) × 2 (time constraint: high time constraint and no time constraint) between-subject experiment design. The results showed that (1) both emotion and time pressure exerted significant effect on risk decision-making (generally, positive emotion renders participants more risk prone than negative emotion, and high time pressure promotes people more risk seeking than no time pressure); (2) time pressure polarized the effects of different emotions on risk decision-making. As effects of emotions were polarized under high time pressure, two distinct cognitive pathways may function in human decision-making. Based on our experimental result and previous neuroeconomic works, we proposed a novel dual cognitive pathways model to explain phenomenon in the current article.

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“…The practical implication is that individuals can be high or low on both intuition and analysis, thereby allowing for the possibility of high levels of intuitive processing and high levels of analytical processing. This combination of intuitive and analytic thought (Dhami and Thomson 2012) has been referred to as 'cognitive versatility' in dual-process theory (e.g. Hodgkinson and Clarke 2007) and 'complex thinking' in paradox theory (Miron-Spektor et al 2011).…”

Section: Psychological and Psychometric Issues In The Relationship Bementioning

confidence: 99%

Paradoxes and Dual Processes: A Review and Synthesis

Keller

Sadler‐Smith

2019

Int J Management Reviews

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Paradox and dual‐process theories are used by management and organization researchers in studying a variety of phenomena across a wide range of management sub‐fields. Cognition is a focal point of both of these theories. However, despite their growing importance and shared areas of inquiry, these two theories have developed largely in isolation from each other. To address this lack of integration, the authors conducted a review and synthesis of relevant aspects of the paradox and dual‐process literatures. Focusing bidirectionally on how paradox theory informs dual‐process theory and how dual‐process theory informs paradox theory, they highlight the ‘nestedness’ of intuition and analysis in paradox (a paradox within paradoxical thinking). On the basis of the review and synthesis, they identify four themes (epistemological and ontological assumptions in the relationship between intuition and analysis; psychological and psychometric issues in the relationships between intuition and analysis; managers’ experiences of tensions between intuition and analysis; managers’ approaches to tensions between intuition and analysis) and introduce an integrative framework that assimilates these two perspectives and sets out an agenda for future research and implications for management.

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On the relevance of Cognitive Continuum Theory and quasirationality for understanding management judgment and decision making

Cited by 57 publications

References 73 publications

Leveraging Social Judgment Theory to Examine the Relationship between Social Cues and Signals in Human-Robot Interactions

Leveraging Social Judgment Theory to Examine the Relationship between Social Cues and Signals in Human-Robot Interactions

The effect of emotion and time pressure on risk decision-making

Paradoxes and Dual Processes: A Review and Synthesis

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