Decision making: How the past guides the future in frontal cortex

2021 ◽  
Vol 31 (6) ◽  
pp. R303-R306
Author(s):  
Bharath Chandra Talluri ◽  
Anke Braun ◽  
T.H. Donner
Keyword(s):  
Decision Making ◽  
Frontal Cortex ◽  
The Past ◽  
The Future

scholarly journals Knowledge and Decision Making - Do We Want What We Need?

10.28945/2525 ◽  
2002 ◽  
Author(s):  
Bogdan Lipicnik
Keyword(s):  
Decision Making ◽  
The Past ◽  
The Future ◽  
Good For ◽  
Search For Information

Knowledge is a category that includes many past decisions. They could be good for the past but it is a question if they can work in the future. We can talk about programmed and non-programmed decisions. When a predetermined situation triggers a predetermined response we can talk about a programmed decision. If one wants to make a non-programmed decision he/she must search for information, identify the problem, evaluate possible alternatives, and act. If the process is more complicated, programmed decision will be more effective. Our research has revealed that future managers in Slovenia possess knowledge that involves more programmed that non-programmed decisions. This may indicate that they will have a lot of difficulties with decision making in complicated organisational systems. However, they cannot learn how to take decisions (even if they want to) because they do not know what they actually need. If they are successful at non-programmed decisions they want more knowledge from the same area; in fact they would need more knowledge about programmed decisions - and vice versa.

scholarly journals From Retrospective to Prospective: Integrated Value Representation in Frontal Cortex for Predictive Choice Behavior

2021 ◽  
Author(s):  
Kosuke Hamaguchi ◽  
Hiromi Takahashi-Aoki ◽  
Dai Watanabe
Keyword(s):  
Decision Making ◽  
Frontal Cortex ◽  
Choice Behavior ◽  
State Transition ◽  
Neural Circuit ◽  
The Past ◽  
Preparatory Activity ◽  
Action Value ◽  
The Brain ◽  
Different Sources

Animals must flexibly estimate the value of their actions to successfully adapt in a changing environment. The brain is thought to estimate action-value from two different sources, namely the action-outcome history (retrospective value) and the knowledge of the environment (prospective value). How these two different estimates of action-value are reconciled to make a choice is not well understood. Here we show that as a mouse learns the state-transition structure of a decision-making task, retrospective and prospective values become jointly encoded in the preparatory activity of neurons in the frontal cortex. Suppressing this preparatory activity in expert mice returned their behavior to a naive state. These results reveal the neural circuit that integrates knowledge about the past and future to support predictive decision-making.

Is the societal dialogue at the local level the future of social dialogue?

2005 ◽  
Vol 11 (3) ◽  
pp. 439-448 ◽  
Author(s):  
Jean-Yves Boulin ◽  
Ulrich Mückenberger
Keyword(s):  
Decision Making ◽  
Civil Society ◽  
Local Time ◽  
Local Level ◽  
Regional Level ◽  
Network Society ◽  
Social Dialogue ◽  
The Past ◽  
The Future ◽  
Supranational Level

The modern ‘network society’ restructures the system of ‘voice’ as it has come down from the past. Decision-making is drifting away from particular plants, organisations and institutions, and is becoming fluid — whereas voice remains fixed to plants, organisations and institutions. The tentative thesis put forward in this article is that only both regional/local and global ‘voice networking’ may be capable of coping with the decision-making character of the network society. This leads to efforts to integrate, into the bargaining processes, also representatives of civil society — NGOs on a European and supranational level, various ‘stakeholders' on a local and regional level. This gives two new roles to social dialogue: it has to take place not only on a sectoral, but also on a territorial level (‘la négociation sociale territorialisée’); and it has to ‘open up’ towards the territorial stakeholders (‘le dialogue sociétal’). Local time policies are taken as an example for such a new function of territorial social dialogue.

scholarly journals A review of the past, the present, and the future of fishers' knowledge research: a challenge to established fisheries science

2014 ◽  
Vol 72 (2) ◽  
pp. 341-358 ◽  
Author(s):  
Edward J. Hind
Keyword(s):  
Decision Making ◽  
Productive Activity ◽  
Fisheries Science ◽  
The Past ◽  
Knowledge Cultures ◽  
The Future ◽  
Qualitative Knowledge ◽  
The Impact

Abstract Fishers' knowledge research is an approach to fisheries research that has a relatively long history, yet has generally failed to become integrated into the fisheries science mainstream alongside approaches that rely primarily on the knowledge of professional scientists. Its continued position on the margins of fisheries science has not however stopped fishers' knowledge researchers from publishing an expanding literature, which they often use to advocate for the greater consideration of fishers' knowledge by fisheries scientists and managers. They believe that the unique and often highly qualitative knowledge of fishers could inform better decision-making, resulting in improved socio-ecological outcomes for fisheries. This review first outlines the scope of the fishers' knowledge literature, before outlining five waves of fishers' knowledge research that have developed over the last century. For each wave, the nature of the fishers' knowledge documented during it is noted, as is the research and dissemination approach taken by its practitioners. The impact of that wave on mainstream fisheries science is then assessed. Overall, it is found that only one wave of fishers' knowledge research is beginning to have consistent success integrating with mainstream fisheries science, a wave that omits the research of many of the unique elements of fishers' knowledge. Other waves have died out, or are in danger of dying out, either because they have failed to be noticed by mainstream fisheries scientists or because mainstream fisheries scientists have not welcomed their outputs. It is summarized that fishers' knowledge research will only continue as a productive activity if mainstream fisheries scientists begin to open their discipline to other knowledge cultures and if fishers' knowledge researchers facilitate this action by disseminating their research so that it is more accessible to these scientists.

scholarly journals Examples of Mental Mistakes Made by Systems Engineers While Creating Tradeoff Studies

2013 ◽  
Vol 1 (1) ◽  
pp. 22 ◽  
Author(s):  
James Bohlman ◽  
A. Terry Bahill
Keyword(s):  
Decision Making ◽  
Data Collection ◽  
System Design ◽  
Systems Engineering ◽  
Decision Making Process ◽  
Problem Statement ◽  
The Past ◽  
The Future ◽  
Design Documents

Problem statement: Humans often make poor decisions. To help them make better decisions, engineers are taught to create tradeoff studies. However, these engineers are usually unaware of mental mistakes that they make while creating their tradeoff studies. We need to increase awareness of a dozen specific mental mistakes that engineers commonly make while creating tradeoff studies. Aims of the research: To prove that engineers actually do make mental mistakes while creating tradeoff studies. To identify which mental mistakes can be detected in tradeoff study documentation. Methodology: Over the past two decades, teams of students and practicing engineers in Bahill’s Systems Engineering courses wrote the system design documents for an assigned system. On average, each of these document sets took 100 man-hours to create and comprised 75 pages. We used 110 of these projects, two dozen government contractor tradeoff studies and three publicly accessible tradeoff studies. We scoured these document sets looking for examples of 28 specific mental mistakes that might affect a tradeoff study. We found instances of a dozen of these mental mistakes. Results: Often evidence of some of these mistakes cannot be found in the final documentation. To find evidence for such mistakes, the experimenters would have had to be a part of the data collection and decision making process. That is why, in this paper, we present only 12 of the original 28 mental mistakes. We found hundreds of examples of such mistakes. We provide suggestions to help people avoid making these mental mistakes while doing tradeoff studies. Conclusions: This paper shows evidence of a dozen common mental mistakes that are continually being repeated by engineers while creating tradeoff studies. When engineers are taught about these mistakes, they can minimize their occurrence in the future.

Supercausalitŕ, ipnosi e decision making

IPNOSI ◽  
2013 ◽  
pp. 55-70
Author(s):  
Antonella Vannini ◽  
Ulisse di Corpo
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Living Systems ◽  
Negative Solution ◽  
The Unconscious ◽  
The Past ◽  
Innovative Model ◽  
The Future ◽  
Life Itself ◽  
Unconscious Mind

In 1942 the mathematician Luigi Fantappič formulated the theory of syntropy starting from the negative solution of the equation linking relativity and quantum mechanics. The negative solution had been rejected by physicists as it describes energy and matter moving backwards in time. However, Fantappič noticed that this solution is characterized by the properties of concentration of energy and matter, differentiation, complexity, formation of structures and evolution towards order. Since these properties coincide with the typical properties of living systems, Fantappič came to the conclusion that life demonstrates the actual existence in nature of the negative solution and that life itself is a result of causes located in the future. This innovative model offers an explanation of the fundamental distinction between "problem solving" and "decision making", according to which problem solving is based on information and knowledge acquired in the past, whereas decision-making is based on intuitions and emotional signals from the future. Ericksonian Hypnosis, together with the syntropy model of Luigi Fantappič, offers a way to bring the insight and resources of the unconscious mind into decision making.

Time-Bounded Decision Making

2020 ◽  
pp. 187-208
Author(s):  
Ali Intezari ◽  
David J. Pauleen
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
The Past ◽  
The Future

How to manage uncertain and unpredictable situations has been a major challenge facing managers and academics for decades. The development of practice and theory in knowledge management has been one important response. This chapter, however, argues that knowledge and knowledge management may not be sufficient when dealing with emergent and unforeseen situations as knowledge tends to be past-oriented in terms of its formative components, while emergent situations are future-oriented, which may or may not be rooted in the past. Therefore, authors explore this past-present-future conundrum by explaining how mere reliance on the past may restrict organizations' ability to deal with emergent situations in the future. Finally, the role of innovation and wisdom will be introduced as a bridge connecting current past-oriented knowledge to unknown and unpredictable future-oriented events.

Sign in / Sign up

Export Citation Format

Share Document