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Mineurs délinquants --- Décisions judiciaires

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It is not uncommon to be frustrated by the outcome of an election or a decision in voting, law, economics, engineering, and other fields. Does this 'bad' result reflect poor data or poorly informed voters? Or does the disturbing conclusion reflect the choice of the decision/election procedure? Nobel Laureate Kenneth Arrow's famed theorem has been interpreted to mean 'no decision procedure is without flaws'. Similarly, Nobel Laureate Amartya Sen dashes hope for individual liberties by showing their incompatibility with societal needs. This highly accessible book offers a new, different interpretation and resolution of Arrow's and Sen's theorems. Using simple mathematics, it shows that these negative conclusions arise because, in each case, some of their assumptions negate other crucial assumptions. Once this is understood, not only do the conclusions become expected, but a wide class of other phenomena can also be anticipated.

Social choice. --- Decision making. --- Elections. --- Decision Making. --- Decision making --- Business, Economy and Management --- Economics --- Mathematical models. --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management --- Management decisions --- Choice (Psychology) --- Problem solving

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Tough Decisions places readers in realistic composites of cases the authors have actually seen or managed where they must make tough medical decisions.

Medical ethics --- Clinical medicine --- Decision making --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management --- Management decisions --- Choice (Psychology) --- Problem solving --- Medicine, Clinical --- Medicine --- Moral and ethical aspects --- Clinical Medicine. --- Decision Making. --- Ethics, Medical. --- Moral and ethical aspects.

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In a complex and uncertain world, humans and animals make decisions under the constraints of limited knowledge, resources, and time. Yet models of rational decision making in economics, cognitive science, biology, and other fields largely ignore these real constraints and instead assume agents with perfect information and unlimited time. About forty years ago, Herbert Simon challenged this view with his notion of "bounded rationality." Today, bounded rationality has become a fashionable term used for disparate views of reasoning.This book promotes bounded rationality as the key to understanding how real people make decisions. Using the concept of an "adaptive toolbox," a repertoire of fast and frugal rules for decision making under uncertainty, it attempts to impose more order and coherence on the idea of bounded rationality. The contributors view bounded rationality neither as optimization under constraints nor as the study of people's reasoning fallacies. The strategies in the adaptive toolbox dispense with optimization and, for the most part, with calculations of probabilities and utilities. The book extends the concept of bounded rationality from cognitive tools to emotions; it analyzes social norms, imitation, and other cultural tools as rational strategies; and it shows how smart heuristics can exploit the structure of environments.

Decision making --- Reasoning --- Argumentation --- Ratiocination --- Reason --- Thought and thinking --- Judgment (Logic) --- Logic --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management --- Management decisions --- Choice (Psychology) --- Problem solving --- -Reasoning --- -153.43 --- Conferences - Meetings --- bedrijven, management --- besluitvorming --- 65.012.4 --- Business management, administration. Commercial organization --- Social Sciences --- Psychology --- COGNITIVE SCIENCES/Psychology/Cognitive Psychology --- COGNITIVE SCIENCES/General --- Decision making - Congresses. --- Reasoning - Congresses.

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Decision-making is a process of choosing from possible courses of action in order to attain goals and objectives. Nobel laureate Herbert Simon wrote that the whole process of managerial decision-making is synonymous with the practice of management. Decision-making is at the core of all managerial functions. Planning, for example, involves the following decisions: What should be done? When? How? Where? By whom? Other managerial functions, such as organizing, implementing, and controlling, rely heavily on decision-making. Decision by Objectives is an invaluable book about the art and sc

Decision making --- Management by objectives --- 658.012.4.011.1 --- Management --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management decisions --- Choice (Psychology) --- Problem solving --- Management by objectives. --- Decision making. --- #SBIB:021.IO --- #SBIB:316.334.2A551 --- #SBIB:35H302 --- #SBIB:35H412 --- Partijen en strategieën in de onderneming: ondernemingsbeleid en management --- Organisatieleer: processen --- Beleidscyclus: vaststelling, besluitvorming