The Grandmaster and the Playmates

Author(s):  
Thomas Boraud

This chapter examines theory of mind and recalls that up to now, the human race is the only species able to predict others’ beliefs. This ability is correlated to the development of the dorsolateral part of the frontal cortex. In the thirties, British economist John Maynard Keynes found that across all financial markets, stock prices depended on the perception of market participants rather than their intrinsic value. He concluded that the best strategy for an investor is to guess what others think. To illustrate his reasoning, he chose as an example the beauty contests organized by British newspapers. Keynes proposed to standardize his approach by using a mathematical variant of the test. There is no single solution because the value depends on the level of reasoning of the majority of the group tested. Ultimately, this test confirmed that the activity of the medial prefrontal cortex was positively correlated with the level of reasoning of the subjects. This chapter then goes on to describe how the Japanese use shogi, the Japanese version of the game chess, to study the neurobiological basis of the strategic decision-making in grandmasters of the game.

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.


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