Sofo / Colapinto / Ammirato Adaptive Decision Making and Intellectual Styles

2013
ISBN: 978-1-4614-6708-3
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 13, 114 Seiten

Reihe: SpringerBriefs in Psychology

?This exciting publication provides the reader with a theoretical and practical approach to adaptive decision making, based on an appreciation of cognitive styles, in a cross-cultural context. The aim of  this Brief is to describe the role of thinking-through different options as part of the decision-making process. Since cognitive style influences decision behavior, the book will first examine thinking styles, which involve both cognitive and emotive elements, as habits or preferences that shape and empower one's cognition and emotion.   The information contained in this Brief will be a useful resource to both  researchers studying decision making as well as to instructors in the higher education sector and to human resource development practitioners, especially those working in international, multi-cultural companies.      

Professor Francesco Sofo is the Director of the Centre for Research in Transnational Education Leadership and Performance in the Faculty of Education, University of Canberra Australia. He is a Fellow of the Australian Human Resource Institute and past winner of the Best Paper Award at the Australian and New Zealand Academy of Management conference. His current research focuses on the area of educational leadership; teaching effectiveness and the effectiveness of work teams; transfer of learning, team performance and emotional intelligence and on the intellectual styles of leaders in China and Australia. He has published extensively about thinking styles, virtual teams, critical thinking, corporate psychopathy and compliance.Dr. Cinzia Colapinto is Assistant Professor of Management at the Ca' Foscari University of Venice (Italy). She obtained a PhD in Business history and Management from the University of Milan (Italy), where she has been post-doc fellow. She has been a Visiting Researcher at the Department of Media and Communications, London School of Economics and Political Science (United Kingdom), and at the Communications and Media Policy Institute, University of Canberra (Australia). Her main research topics are media management and economics, decision making and innovation management.Dr. Michelle Sofo obtained her PhD from the University of Canberra at the age of 27 after being awarded two Chancellor's Commendations, an Australian Postgraduate Award and a nomination for the Herbert Burton University Medal. Between 2004 and 2011, Michelle was a sessional lecturer of the University of Canberra's Faculty of Education where she has been teaching in the first year core units of the Bachelor of Social and Community Studies. In the last five years, Michelle's publication output totals three book chapters, 16 refereed journal articles and nine refereed conference papers. Michelle continues to be research active, with current interests in white collar crime, online consumer fraud, law enforcement, critical thinking, cross-cultural comparative studies and the transfer of learning. Michelle is currently an Adjunct Professional Associate to the Faculty of Education, Science, Technology and Maths. Dr. Salvatore Ammirato is a Researcher and Assistant Professor at the Department of Electronics, Computer Science and Systems, University of Calabria, Italy, and External Researcher at the Centre for research in Transnational Education, Leadership and Performance, University of Canberra, Australia. Since 2005, he has been teaching undergraduate and graduate courses in Information Management and Business Process Management. His main research interests are organizational learning, collaborative networks and business information management.

Autoren/Hrsg.

Sofo, Francesco

Colapinto, Cinzia

Sofo, Michelle

Ammirato, Salvatore

Inhaltsverzeichnis

1;Adaptive Decision Making and Intellectual Styles;3
1.1;Preface;5
1.2;Contents;9
1.3;1 Decision Making in the Social Sciences;14
1.3.1;1.1 Introduction;14
1.3.2;1.2 Section 1: Decision Making from a Sociological Viewpoint;15
1.3.3;1.3 Sociological Assumptions;15
1.3.4;1.4 Sociological Influences on Decision Making;16
1.3.4.1;1.4.1 Cooperation;17
1.3.4.2;1.4.2 Trust and Reciprocity;17
1.3.4.3;1.4.3 Social Norms;18
1.3.5;1.5 Section 2: Decision Making in Management;19
1.3.5.1;1.5.1 Decisions Matter at Every Managerial Level;19
1.3.5.2;1.5.2 Scientific Decision Making: The Rational Approach;20
1.3.5.3;1.5.3 Risk and Uncertainty;21
1.3.5.4;1.5.4 The Decisional School: How to Face Up to Uncertainty;22
1.3.5.5;1.5.5 Beyond the Rational Approach: From Individual to Group Decision Making;24
1.3.5.6;1.5.6 Adaptive Decision Making;27
1.3.6;1.6 Section 3: Cognition and Decision Making in Marketing: Know Your Customers;28
1.3.6.1;1.6.1 Unlocking the Black Box;30
1.3.6.2;1.6.2 Consumer Behavior and Cognitive Styles;31
1.3.6.3;1.6.3 Market Interpretation and Response;33
1.3.6.4;1.6.4 Summary;35
1.3.7;1.7 Section 4: Decision Making from an Educational Perspective;35
1.3.7.1;1.7.1 Compulsory Schooling: Mainstream;35
1.3.7.2;1.7.2 Compulsory Schooling: Exceptional Students (Gifted, Talented, and Special);37
1.3.7.3;1.7.3 Higher Education;39
1.3.7.4;1.7.4 Decision Making in Vocational Education;40
1.3.7.5;1.7.5 Health and Medical Education;41
1.3.7.6;1.7.6 Decision Making and Learning in the Workplace;42
1.3.8;1.8 Summary;43
1.3.9;References;44
1.4;2 Critical Thinking and Intellectual Style;48
1.4.1;2.1 Review of the Decision-Making Literature;49
1.4.1.1;2.1.1 Types of Decisions;50
1.4.1.2;2.1.2 Factors Influencing Our Decision-Making Processes;50
1.4.1.3;2.1.3 Fairness and Learning;50
1.4.1.4;2.1.4 Context and Individual Capacity;51
1.4.1.5;2.1.5 Emotion, Time Pressures, and Complex Situations;51
1.4.1.6;2.1.6 Self-Reflection and Unconscious Processing;52
1.4.1.7;2.1.7 Experience;53
1.4.2;2.2 The Role of Critical Thinking;53
1.4.2.1;2.2.1 Definition;54
1.4.2.2;2.2.2 The Role of Critical Thinking in Effective Decision Making;55
1.4.3;2.3 Overview of Intellectual Styles;55
1.4.3.1;2.3.1 Definition;56
1.4.3.2;2.3.2 Theories of Intellectual Style;57
1.4.3.3;2.3.3 Theory of Mental Self-Government;57
1.4.3.4;2.3.4 Theory of Reality Construction;57
1.4.3.5;2.3.5 LinearNonlinear Thinking;57
1.4.3.6;2.3.6 Empirical Inventories and Questionnaires;58
1.4.3.7;2.3.7 LinearNonlinear Thinking Style Profile;58
1.4.3.8;2.3.8 Thinking Style Inventory;58
1.4.3.9;2.3.9 Other Available Instruments;59
1.4.3.10;2.3.10 Factors Impacting Upon, or Emerging from, Intellectual Style;59
1.4.3.11;2.3.11 Similarities Despite Individual Difference;59
1.4.3.12;2.3.12 Context;60
1.4.3.13;2.3.13 Emotions and Emotional Competence;60
1.4.3.14;2.3.14 Freedom;61
1.4.3.15;2.3.15 Culture;61
1.4.4;2.4 Synthesis of the Three Constructs;62
1.4.5;2.5 Conclusion;64
1.4.6;References;65
1.5;3 Analytical Exploration of Intellectual Style and Critical Thinking;68
1.5.1;3.1 Introduction;69
1.5.2;3.2 Intellectual Styles and the Theory of Reality Construction;69
1.5.3;3.3 Thinking Styles Profiles in the Web 2.0 Age;71
1.5.3.1;3.3.1 The Samples;74
1.5.3.2;3.3.2 Survey Results and Discussion;74
1.5.4;3.4 Intellectual Styles and Collaborative Work: An Original Approach;76
1.5.4.1;3.4.1 The PBL Experiences;77
1.5.4.2;3.4.2 Adapting the TSI to Collaborative Design: The CD-TSI;78
1.5.5;3.5 Survey Results and Discussion;78
1.5.6;3.6 Decision Makers of Tomorrow and Today’s Leaders Put in Contrast;80
1.5.7;3.7 Critical Thinking, Creativity, and Leadership;81
1.5.8;3.8 The Components of Critical Thinking: A Definition;83
1.5.8.1;3.8.1 Critical Thinking and Innovation;85
1.5.8.2;3.8.2 Assessing Critical Thinking;86
1.5.8.3;3.8.3 Critical Thinking Capability Inventory;88
1.5.8.4;3.8.4 Recent Investigation: Critical Thinking in University Students;89
1.5.8.5;3.8.5 Procedures and Results;90
1.5.9;3.9 Conclusion;93
1.5.10;References;94
1.6;4 Practical Application and the Emergence of ADM 3.0;98
1.6.1;4.1 Contribution of Social Science to Decision Making and Intellectual Style;100
1.6.2;4.2 Decision Biases and Decision Frameworks;103
1.6.3;4.3 Intuition and Its Role in Decision Making;107
1.6.4;4.4 Adaptive Decision Making 3.0 is Based on Learning;111
1.6.5;4.5 Case Study 1 UNESCO;115
1.6.6;4.6 Case Study of QF 32;116
1.6.7;4.7 Conclusion;118
1.6.8;References;119
1.7;Appendices;121
1.8;Appendix 1: Thinking Style Inventory;121
1.9;Appendix 2: Concept Design-Thinking Style Inventory (CD-TSI);122
1.10;Appendix 3: Critical Thinking Inventory;124
1.11;Appendix 4: Critical Thinking Capability Inventory;125