scholarly journals Choices We Make: Rethinking Decision-making in the Context of Climate Crisis

2020 ◽  
Author(s):  
Patrick Waeber ◽  
Natasha Stoudmann ◽  
Jaboury Ghazoul ◽  
Lucienne Wilmé ◽  
Jeffrey Sayer ◽  
...  
Keyword(s):  
Decision Making ◽  
Cognitive Models ◽  
Climate System ◽  
Decision Makers ◽  
Tipping Points ◽  
Social Transition ◽  
The World ◽  
Climate Crisis

Leaders are failing to respond to the climate and environmental urgency the world is facing. A growing action gap, clearly visible during the recent CoP25, has been fueled by leaders' inability to respond efficiently to the mounting threats scientists—and increasingly society—are concerned about. Bridging this gap and tackling the growing polarization within society calls for leaders to accept the full complexity of the issues the world is facing. This will require them to question their understanding of these geopolitical affairs and embrace the dynamics at play, and avoid falling back on simplistic cognitive models. We propose a heuristic to convey the pathways available to decision-makers to make their way out of the current inaction impasse. By breaking free of this deadlock, a social transition will have the potential to take place, helping us to avoid crossing the climate system tipping points.

scholarly journals Choices We Make in Times of Crisis

2021 ◽  
Vol 13 (6) ◽  
pp. 3578
Author(s):  
Patrick O. Waeber ◽  
Natasha Stoudmann ◽  
James D. Langston ◽  
Jaboury Ghazoul ◽  
Lucienne Wilmé ◽  
...  
Keyword(s):  
Cognitive Models ◽  
Decision Makers ◽  
Environmental Threats ◽  
Constructive Dialogue ◽  
The World ◽  
Climate Crisis ◽  
New Framework

We present a new framework that allows understanding those we deem irrational in the climate debate. Realizing if the issue is one of information, beliefs, values or means opens the door for more constructive dialogue. Decision-makers diverge in their responses to the urgent need for action on climate and biodiversity. Action gaps are fueled by the apparent inability of decision-makers to respond efficiently to the mounting threats described by scientists—and increasingly recognized by society. Surprisingly, with the growing evidence and the accumulation of firsthand experiences of the impacts of environment crises, the gap is not only a problem of conflicting values or beliefs but also a problem of inefficient strategies. Bridging the gap and tackling the growing polarization within society calls for decision-makers to engage with the full complexity of the issues the world is facing. We propose a framework characterizing five archetypes of decision-makers to help us out of the current impasse by better understanding the behavior of others. Dealing with the complexity of environmental threats requires decision-makers to question their understanding of who wins and who loses, and how others make decisions. This requires that decision-makers acknowledge complexity, embrace uncertainty, and avoid falling back on simplistic cognitive models. Understanding the complexity of the issue and how people make decisions is key to having a fighting chance of solving the climate crisis.

Introduction

2019 ◽  
pp. 1-18
Author(s):  
William B. Rouse
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Computational Models ◽  
Decision Makers ◽  
Evidence Based ◽  
Leading Indicators ◽  
Tipping Points ◽  
Decision Making Models

Chapter 1 provides the introduction to this book. Predictions can seldom specify what will happen, so, inevitably, one addresses what might happen. There are often many possible futures, with leading indicators and potential tipping points for each scenario. Computational models can be used to explore designs of systems and policies to determine whether these designs will likely be effective and to aid in decision-making. Models are means to ends rather then ends in themselves. Decision-makers seldom crave models. They want their questions answered in an evidence-based manner. Decision-makers want insights that provide them with a competitive advantage. They want to understand possible futures to formulate robust and resilient strategies for addressing these futures.

scholarly journals Patients as equal partners in decision-making: The global reality

2018 ◽  
Vol 8 (1) ◽  
Author(s):  
Anubha Taneja Mukherjee
Keyword(s):  
Decision Making ◽  
Decision Maker ◽  
Policy Making ◽  
Medical Science ◽  
National Policy ◽  
Decision Makers ◽  
Developed Country ◽  
The World ◽  
The Government ◽  
To Come

Decision making is an inherently complicated procedure, which by its very nature requires the decision-maker to co-opt all the stakeholders concerned. The procedure of decision-making may vary from country to country, depending on its size, culture, history and special demographic circumstances. Around the world, key decision-makers include the executive, the legislature and the judiciary. While the distribution of powers between these three may vary in tandem with their relation to each other, their roles remain the same. While the legislature enacts laws for its citizens, the executive, popularly known as the government, implements these laws and while doing so promulgates policies that are in alignment with the said laws. Mostly, the executive is also authorised to promulgate some laws of its own. The judiciary, on the other hand, comes into the picture when there is a dispute with regard to such laws. It also steps in on its own at times. While settling such disputes, the judiciary also ends up setting what we know as precedents, which also become a part of the legal fabric of a society. In a nutshell, these three are the key decision makers in any country. As mentioned above, while making decisions, these authorities are mostly required to co-opt all the stakeholders concerned, thereby making decision making a consultative process. These stakeholders include think tanks, research bodies, media and most importantly the affected party. The reason for having such a consultative procedure in place is that the decision makers are not experts in every subject or issue that comes their way. For instance, when a need to promulgate a national policy on thalassemia presents itself to a certain government, whether it be owing to media reportage or representations from the civil society, the decision makers will look towards people considered to be the experts in the subject to come forward and be a part of the policy making. One could say that this sounds like an ideal situation where the government actually invites people concerned with thalassemia to come forward and share views about it for the purpose of policy making. It is, however, true! It is as true for India as it is for any developed country. What we must ensure then is that the government or the decision maker considers us, the patients, as the experts. While it does sound obvious that those impacted with the disorder would be the ones with the first-hand knowledge about the disorder, the very fact that there is a topic in this conference on the role of patients in decision making speaks volumes about the distance that remains to be covered by the patients of thalassemia as far as participation in decision-making is concerned. With the massive strides in the field of medical science and the unflinching support of organisations like Thalassemia International Federation (TIF), we have now reached the stage where we must step out of the victim mode and represent ourselves before the decision-makers, whether by forming Patients Advocacy Groups or otherwise. One may take cue from various associations around the world. Global HD Organisations are a good example. They are known to have got together to give patients a voice in clinical research. The most popular strategy for reaching out to the decision makers is to unite, engage, and partner both in private meetings and consultative fora like events, task forces and projects. “Unite, Engage & Partner” can therefore be the most successful mantra for engaging with the decision makers. Talking of examples of advocacy and participation by patients, while there are numerous examples in Europe and North America of the power of patient advocacy so much so that patients are on the same level as doctors when it comes to voicing opinions in policy making, TIF on an international level has created since 2009 the Expert Patients Programme, and is now moving forward in giving patients a voice through its educational platform. Recently, India also launched its first Thalassemia Patients Advocacy Group (PAG) in the august presence of the Deputy Chief Minister of the capital of the country. The India PAG has seven patients from the fields of law, psychology, education and IT. The Group is already involved with the government on the formulation of the National Thalassemia Policy. This is a great start and this should give enough and more encouragement to thalassemics across the world to UNITE, ENGAGE AND PARTNER in the process that impacts them the most – decision-making!

scholarly journals Post-Normal Science in a German Landscape

2012 ◽  
Vol 7 (2) ◽  
pp. 196-212 ◽  
Author(s):  
Roger A. Pielke
Keyword(s):  
Decision Making ◽  
Focus Of Attention ◽  
Decision Makers ◽  
Normal Science ◽  
Technological Changes ◽  
Eastern Germany ◽  
The Past ◽  
Future State ◽  
The World

This essay explores the management and creation of ignorance via an exploration of the landscape of eastern Germany, which has seen profound social, political, and technological changes over the past several decades. Like in many places around the world decision makers in eastern Germany are seeking to reach a future state where seemingly conflicting outcomes related to the economy and the environment are simultaneously realized. The management of ignorance is an important but often overlooked consideration in decision making that the concept of "post-normal science" places into our focus of attention.

scholarly journals The Green Tax Revolution

2021 ◽  
Vol 56 (5) ◽  
pp. 284-287
Author(s):  
Csaba László
Keyword(s):  
Tax Policy ◽  
Tax Reform ◽  
Decision Makers ◽  
Huge Amount ◽  
Green Tax Reform ◽  
Green Policy ◽  
Price Structure ◽  
Policy Goals ◽  
The World ◽  
Climate Crisis

AbstractClimate crisis is becoming higher on the agenda of the decision makers of the world. A huge amount of resources have been dedicated to green projects, however far less emphasis has been put on tax policy opportunities. Carbon pricing can increase the burden of CO2 producers, but this does not appear to be enough. We need a Green Tax Reform which focuses on the Pigouvian approach and can correct the distortions of different climate hurting activities. Through tax policy tools, the price structure should be drastically changed and serious incentives should be provided to change the behaviours of the consumers and producers to achieve green policy goals.

Decision-Making Cognitive Process

2018 ◽  
Vol 3 (1) ◽  
pp. 1-12
Author(s):  
Thais Spiegel ◽  
Ana Carolina P V Silva
Keyword(s):  
Decision Making ◽  
Cognitive Process ◽  
Decision Makers ◽  
Time Constraints ◽  
Decision Making Process ◽  
Cognitive Limitations ◽  
The World ◽  
Human Decision ◽  
Per Se ◽  
Rationality Theory

In the study of decision-making, the classical view of behavioral appropriateness or rationality was challenged by neuro and psychological reasons. The “bounded rationality” theory proposed that cognitive limitations lead decision-makers to construct simplified models for dealing with the world. Doctors' decisions, for example, are made under uncertain conditions, as without knowing precisely whether a diagnosis is correct or whether a treatment will actually cure a patient, and often under time constraints. Using cognitive heuristics are neither good nor bad per se, if applied in situations to which they have been adapted to be helpful. Therefore, this text contextualizes the human decision-making perspective to find descriptions that adhere more closely to the human decision-making process. Then, based on a literature review of cognition during decision-making, particularly in healthcare context, it addresses a model that identifies the roles of attention, categorization, memory, emotion, and their inter-relations, during the decision-making process.

The search for order in a disorderly world: worldviews and prescriptive decision paradigms

1983 ◽  
Vol 37 (3) ◽  
pp. 373-413 ◽  
Author(s):  
Miriam Steiner
Keyword(s):  
Decision Making ◽  
Foreign Policy ◽  
18Th Century ◽  
Policy Decision ◽  
Decision Makers ◽  
Logical Thinking ◽  
Empirical Observation ◽  
Prescriptive Authority ◽  
Subjective Awareness ◽  
The World

All prescriptive decision-making epistemologies are rooted in worldviews. If the worldview assumptions of an epistemology are not congruent with the world in which decisions are to be made, that epistemology ought not to be granted prescriptive authority. The rationalistic wortdview is described in two versions, classic and modified, together with the prescriptive decision-making epistemologies that depend on them. The classic version is firmly grounded in the assumptions of the 18th century Enlightenment; the modified version is more pragmatic in orientation. Both emphasize order, clarity, empiricism, and logical analysis. An alternative, nonrationalistic worldview concerns itself with novelty, incongruity, intuition, and subjective awareness. Foreign-policy decision theorists routinely assume that the foreign-policy world contains a mixture of rationalistic and nonrationalistic elements but are reluctant to grant decision makers the intuitive and subjective capabilities that, together with logical thinking and empirical observation, are necessary to operate in such a world. This reluctance inhibits the development of a prescriptive decision-making epistemology suitable for a mixed world. Analytical psychology provides one avenue for exploring the prescriptive implications of a more comprehensive psychology. It is clear that in a world with important nonrationalistic elements, true rationality requires that nonrationalistic capabilities and skills be both appreciated and developed.

The Evolution of Cognitive Representational Decision Making

2018 ◽  
Author(s):  
Armin W. Schulz
Keyword(s):  
Decision Making ◽  
Mental States ◽  
The State ◽  
Decision Makers ◽  
Efficiency Gains ◽  
Cognitive Efficiency ◽  
The Core ◽  
The World ◽  
Core Idea

This chapter develops a new account of the evolution of cognitive representational decision making—i.e. of decision making that relies on representations about the state of the world. The core idea behind this account is that cognitive representational decision making can—at times—be more cognitively efficient than non-cognitive representational decision making. In particular, cognitive representational decision making, by being able to draw on the inferential resources of higher-level mental states, can enable organisms to adjust more easily to changes in their environment and to streamline their neural decision making machinery (relative to non-representational decision makers). While these cognitive efficiency gains will sometimes be outweighed by the costs of this way of making decisions—i.e. the fact that representational decision making is generally slower and more concentration- and attention-hungry than non-representational decision making—this will not always be the case. Moreover, it is possible to say in more detail which kinds of circumstances will favor the evolution of cognitive representational decision making, and which do not.

scholarly journals Using gross ecosystem product (GEP) to value nature in decision making

2020 ◽  
Vol 117 (25) ◽  
pp. 14593-14601 ◽  
Author(s):  
Zhiyun Ouyang ◽  
Changsu Song ◽  
Hua Zheng ◽  
Stephen Polasky ◽  
Yi Xiao ◽  
...  
Keyword(s):  
Decision Making ◽  
Ecosystem Services ◽  
Large Scale ◽  
Well Being ◽  
Decision Makers ◽  
Green Growth ◽  
Economic Information ◽  
The World ◽  
Chinese Province ◽  
Compensation Payments

Gross domestic product (GDP) summarizes a vast amount of economic information in a single monetary metric that is widely used by decision makers around the world. However, GDP fails to capture fully the contributions of nature to economic activity and human well-being. To address this critical omission, we develop a measure of gross ecosystem product (GEP) that summarizes the value of ecosystem services in a single monetary metric. We illustrate the measurement of GEP through an application to the Chinese province of Qinghai, showing that the approach is tractable using available data. Known as the “water tower of Asia,” Qinghai is the source of the Mekong, Yangtze, and Yellow Rivers, and indeed, we find that water-related ecosystem services make up nearly two-thirds of the value of GEP for Qinghai. Importantly most of these benefits accrue downstream. In Qinghai, GEP was greater than GDP in 2000 and three-fourths as large as GDP in 2015 as its market economy grew. Large-scale investment in restoration resulted in improvements in the flows of ecosystem services measured in GEP (127.5%) over this period. Going forward, China is using GEP in decision making in multiple ways, as part of a transformation to inclusive, green growth. This includes investing in conservation of ecosystem assets to secure provision of ecosystem services through transregional compensation payments.

scholarly journals PERAN KEPEMIMPINAN PEREMPUAN DALAM PENGAMBILAN KEPUTUSAN BISNIS

2019 ◽  
Vol 12 (1) ◽  
pp. 45-57
Author(s):  
Nur Ika Mauliyah ◽  
Ella Anastasya Sinambela
Keyword(s):  
Decision Making ◽  
High Education ◽  
21St Century ◽  
Decision Makers ◽  
Business Decisions ◽  
Business Decision ◽  
Men And Women ◽  
The World ◽  
Working World

The chance to be a leader, open for anyone, both men and women. Although, it cannot be denied, culture still considers that women are weak, inconsistent and only concerned with feelings than logic, so they do not deserve to be a leader. As the world develops, the assumption is a little bit of changes, which gives women chance to be a leader. In the 21st century, women's progress in working world was increased dramatically, because the quality of women is sometimes more than men. Getting a quality and high education, giving women have chance to be leader in organizations / companies. Names such as Susi Pudjiastuti, Catherine Hindra Sutjahyo, Grace Tahir, Veronika Linardi, Mary Barra, Gini Rometty, Marillyn Hewson, Sheryl Sandberg, Marissa Mayer are some of the names of women who are able to lead companies and business decision makers. Work decision making is an condition for measuring leaders, women have feminine characteristics which make them able to take business decisions well, by considering rational, realistic, logical, and pragmatic. The mindset that considers leaders only carried out by men has changed step by step. Women can also have character of a leader, such as; give direction, speeches, rhetoric and ideas. Women are not completely weak, they are also able to be a strong foundation in building organizations/ companies. Kesempatan menjadi pemimpin, terbuka bagi siapa saja, baik pria maupun wanita. Meski tidak bisa dipungkiri, budaya masih menganggap perempuan lemah, tidak konsisten dan hanya mementingkan perasaan daripada logika, sehingga tidak pantas menjadi pemimpin. Seiring perkembangan dunia, asumsinya adalah sedikit perubahan, yang memberi peluang bagi perempuan untuk menjadi pemimpin. Pada abad ke-21, kemajuan perempuan dalam dunia kerja meningkat drastis, karena kualitas perempuan terkadang lebih dari laki-laki. Mendapatkan pendidikan yang berkualitas dan tinggi, memberikan perempuan kesempatan untuk menjadi pemimpin dalam organisasi / perusahaan. Nama-nama seperti Susi Pudjiastuti, Catherine Hindra Sutjahyo, Grace Tahir, Veronika Linardi, Mary Barra, Gini Rometty, Marillyn Hewson, Sheryl Sandberg, Marissa Mayer adalah beberapa nama perempuan yang mampu memimpin perusahaan dan pengambil keputusan bisnis. Pengambilan keputusan kerja merupakan salah satu syarat untuk mengukur pemimpin, perempuan yang memiliki sifat feminin sehingga mampu mengambil keputusan bisnis dengan baik, dengan mempertimbangkan rasional, realistis, logis, dan pragmatis. Pola pikir yang menganggap pemimpin hanya dilakukan oleh laki-laki berubah sedikit demi sedikit. Wanita juga bisa memiliki karakter seorang pemimpin, seperti; memberi arahan, pidato, retorika dan ide. Perempuan tidak sepenuhnya lemah, mereka juga mampu menjadi fondasi yang kuat dalam membangun organisasi / perusahaan.  

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