scholarly journals Gauging the capacity for concurrent motor planning in human fMRI with information constraints in bounded rational decision-making models

2021 ◽  
Author(s):  
Sonja Schach ◽  
Axel Lindner ◽  
Daniel Alexander Braun
Keyword(s):  
Decision Making ◽  
Action Plan ◽  
Motor Planning ◽  
Rational Decision ◽  
Single Action ◽  
Rational Decision Making ◽  
Optimal Information ◽  
Decision Making Models ◽  
Information Constraints ◽  
Concurrent Planning

While traditional theories of sensorimotor processing have often assumed a serial decision-making pipeline, more recent approaches have suggested that multiple actions may be planned concurrently and vie for execution. As most of the evidence for the latter comes from monkeys, here we study concurrent prospective motor planning in humans by recording functional magnetic resonance imaging (fMRI) during a sequence planning task with multiple potential targets. We find that fMRI activity in premotor and parietal brain areas modulates both with the sequence complexity and the number of targets. We test the hypothesis that fMRI activity is best explained by concurrent planning as opposed to the incomplete determination of a single action plan. We devise a bounded rationality model with information constraints that optimally assigns information resources for planning and memory for this task and determine predicted information profiles according to the two hypotheses. When regressing fMRI activity using this model, we find that the concurrent planning strategy provides a significantly better explanation of the fMRI modulation profile. Moreover, we find that concurrent planning is limited for most subjects, as expressed by the best fitting information capacities. We conclude that bounded rational decision-making models allow relating both behavior and neural representations to utilitarian task descriptions based on bounded optimal information-processing assumptions.

Influence of age and gender on decision-making models and leadership styles of non-profit executives in Texas, USA

2016 ◽  
Vol 24 (2) ◽  
pp. 186-203 ◽  
Author(s):  
Francis C. Uzonwanne
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Leadership Style ◽  
Business Strategies ◽  
Rational Decision ◽  
Content Type ◽  
Non Profit ◽  
Rational Decision Making ◽  
Significant Difference ◽  
Decision Making Models

Purpose The purpose of this study is to fill the gap by investigating the relationship between age and other demographics on decision-making and leadership styles of executives in the non-profit sector. Design/methodology/approach This study is a quantitative research using correlation analysis and analysis of variance. The quantitative approach establishes facts, makes predictions and tests stated hypothesis and used the Pearson correlation coefficient, the ANOVA and the two-way analysis of variance. This study used surveys to collect data. Findings H1 states that there will be no significant difference in the decision-making models used among non-profit organizational leaders (rational, intuitive, dependent, spontaneous and avoidant) based on demographic variables: gender and age. H2 states that there will be no significant difference in the leadership style used among non-profit organizational executives (selling, telling, delegating and participating) and different dimensions of demographic variables: gender and age. Research limitations/implications This study explored the relationship between the demographics, age and gender and the decision-making models (rational, intuitive, dependent, spontaneous and avoidant) and leadership styles (selling, telling, delegating and participating) of executives in non-profit organizations. The age of the executives also showed to be important factors that influenced executive’s leadership styles and decision-making models as well. Practical implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Social implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Originality/value This is an original piece of research that contributes to the literature on leadership style.

Bureaucratizing Democracy, Democratizing Bureaucracy

2000 ◽  
Vol 25 (04) ◽  
pp. 1077-1109 ◽  
Author(s):  
Wendy Nelson Espeland
Keyword(s):  
Decision Making ◽  
Interest Groups ◽  
Environmental Law ◽  
Rational Decision ◽  
Development Agency ◽  
Water Development ◽  
Bureau Of Reclamation ◽  
Rational Decision Making ◽  
Decision Making Models ◽  
The Relationship

This article analyzes the relationship between how rationality is conceived and how democracy is practiced in the Bureau of Reclamation, a water development agency in the Department of Interior. The efforts of some inside the agency to institutionalize rational decision-making models, partly in response to new environmental law, expanded the number and range of interest groups that participated in its decisions fry incorporating their preferences into their models for evaluating plans. But the terms under which people could express their values and interests were strictly controlled in ways that some felt misrepresented their concerns. How we conceive of rationality has important implications for how and which people are included in bureaucratic decision making.

Resource-rational decision making

2021 ◽  
Vol 41 ◽  
pp. 15-21
Author(s):  
Rahul Bhui ◽  
Lucy Lai ◽  
Samuel J Gershman
Keyword(s):  
Decision Making ◽  
Rational Decision ◽  
Rational Decision Making

Author reply: Empathy Does Provide Rational Support for Decisions. But Is It the Right Decision?

2012 ◽  
Vol 4 (1) ◽  
pp. 96-97 ◽  
Author(s):  
Fritz Breithaupt
Keyword(s):  
Decision Making ◽  
Rational Decision ◽  
Author Reply ◽  
Rational Decision Making ◽  
Rational Support ◽  
The One ◽  
The Right

This article examines the relation of empathy and rational judgment. When people observe a conflict most are quick to side with one of the parties. Once a side has been taken, empathy with that party further solidifies this choice. Hence, it will be suggested that empathy is not neutral to judgment and rational decision-making. This does not mean, however, that the one who empathizes will necessarily have made the best choice.

Sign in / Sign up

Export Citation Format

Share Document