Decisions, Values and Groups, Volume 1 contains the proceedings of the First Interdisciplinary Conference of the Behavioral Sciences Division of the Air Force Office of Scientific Research, held at the University of New Mexico in 1957. The papers explore the roles of decisions, values, and groups in the behavioral sciences and cover topics ranging from the use of mathematical models in decision making to the contribution of the laboratory to the study of individual differences. Theoretical contributions to small group research are also discussed. This book is comprised of 22 chapters and begins with an overview of the merging of mathematical and statistical techniques with the empirical method in the study of behavior, as well as the place of decisions, values, and groups in behavioral science research. The reader is then introduced to the applications of mathematical models to decision processes, with particular reference to the automation of decision making. The following chapters focus on conceptualizations and designs for research in values and evaluative processes; theoretical aspects of small group research; and psychodynamic patterns of behavior; and special problems in the military. A non-introspective approach to the study of human motivation is described. This volume will be of interest to behavioral scientists and social scientists.

We all face tough choices: business executives, community leaders, and family members all struggle with difficult decisions on a daily basis. What we decide reveals what really matters to us; how we decide determines whether we succeed or fail. Developed over twenty years in settings as diverse as hospital bedsides and corporate boardrooms, A Field Guide to Good Decisions provides the skills to make decisions that reflect your core values while respecting those of others, including the long-term implications for all participants. Illustrated through many real-life examples that will resonate with readers both professionally and personally, A Field Guide to Good Decisions offers practical tools and techniques for identifying individual and common goals, reaching consensus, and communicating the results effectively. The authors also show readers how to overcome common obstacles to good decision-making (psychological, cultural, and organizational). Ultimately, this book is about making decisions which, while not always a matter of life or death, nevertheless have a powerful effect on our sense of self, our credibility in the eyes of others, and the lives of those touched by the choices we make. Decision making is always personal. Each of us makes important decisions at work, in the community, and at home. When we face tough choices, what we decide reveals what really matters to us; how we decide determines whether we succeed or fail. Business executives, community leaders, and family members all struggle with difficult decisions: a senior management team makes an important choice about whether to pursue an acquisition; a baby-boomer decides whether to place an elderly parent in assisted living; a non-profit administrator considers laying off employees to have money and continue serving the community. For each, the steps toward a good decision are the same: know your values, engage others to understand theirs, and communicate with respect and candor. Simple in concept, not so easy in practice—but making a good decision demands nothing less. Developed over twenty years in settings as diverse as hopsital bedsides and corporate boardrooms, A Field Guide to Good Decisions provides the skills to make decisions that reflect your core values while respecting those of others, including the long-term implications for all participants. Illustrated through many real-life examples that will resonate with readers both professionally and personally, A Field Guide to Good Decisions offers practical tools and techniques for identifying individual and common goals, reaching consensus, and communicating the results effectively. The authors also show readers how to overcome common obstacles to good decision-making (psychological, cultural, and organizational). Ultimately, this book is about making decisions which, while not always a matter of life or death, nevertheless have a powerful effect on our sense of self, our credibility in the eyes of others, and the lives of those touched by the choices we make.

This book, jointly authored by two distinguished philosophers and two prominent social scientists, has an ambitious aim: to improve decision-making in education policy. First they dive into the goals of education policy and explain the terms "educational goods" and "childhood goods," adding precision and clarity to the discussion of the distributive values that are essential for good decision-making about education. Then they provide a framework for individual decision-makers that enables them to combine values and evidence in the evaluation of educational policy options. Finally they delve into the particular policy issues of school finance, school accountability, and school choice, and they show how decision makers might approach them in the light of this decision-making framework. The authors are not advocated particular policy choices, however. The focus instead is a smart framework that will make it easier for policymakers (and readers) to identify and think through what they disagree with others about.

Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.

Developed from the authors' longstanding course on decision and risk analysis, Value-Added Decision Making for Managers explores the important interaction between decisions and management action and clarifies the barriers to rational decision making. The authors analyze strengths and weaknesses of the best alternatives, enabling decision makers to

The Conference on "Ethical values in international decision making" was held by the Grotius Seminarium in the period June 16-20, 1958 at the Institute of Social Studies in the Hague. At that time, a number of papers were distributed to the par ticipants while -after the Conference -two brief reports appeared in "De Internationale Spectator" (1958, I, p. 426-435) and in "Research and Education in the Netherlands" (September 1958, Vol. II, no. 3, p. 18-21). As considerable time has elapsed since, this Booklet does not give a "report" on the Conference, but rather it attempts to recapture its spirit and to elaborate some of the problems which were discussed. The introductory "Remarks" do this in an indi vidualistic manner for which the author alone is responsible, but it is hoped that this way of presenting the topic of the Conference anew will rekindle the interest of the original participants while it may attract others and give them an impression of what the Grotius Seminarium is trying to do. In addition, those of the papers which dealt with the more general aspects of the Confer ence's topic are presented in this booklet. B. LANDHEER December, 1959 TABLE OF CONTENTS· 1. Preface. 3 II. Ethical values in international decision-making. 7 Remarks around the Conference, by B. Landheer, 7 The Hague.

Risk or uncertainty assessments are used as aids to decision making in nearly every aspect of business, education, and government. As a follow-up to the author's bestselling Risk Assessment and Decision Making in Business and Industry: A Practical Guide, Risk Modeling for Determining Value and Decision Making presents comprehensive examples of risk