Truth Matters: Cognitive Integrity as an Intervention for Self-Deception

2017 ◽  
Author(s):  
Eugenia Isabel Gorlin ◽  
Michael W. Otto
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Autonomous Agents ◽  
Therapeutic Interventions ◽  
Empirical Validation ◽  
The Past ◽  
Adaptive Problem

To live well in the present, we take direction from the past. Yet, individuals may engage in a variety of behaviors that distort their past and current circumstances, reducing the likelihood of adaptive problem solving and decision making. In this article, we attend to self-deception as one such class of behaviors. Drawing upon research showing both the maladaptive consequences and self-perpetuating nature of self-deception, we propose that self-deception is an understudied risk and maintaining factor for psychopathology, and we introduce a “cognitive-integrity”-based approach that may hold promise for increasing the reach and effectiveness of our existing therapeutic interventions. Pending empirical validation of this theoretically-informed approach, we posit that patients may become more informed and autonomous agents in their own therapeutic growth by becoming more honest with themselves.

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.

Teaching Cost Management: A Strategic Emphasis

2009 ◽  
Vol 24 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Edward J. Blocher
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Cost Management ◽  
Management Accounting ◽  
Cost Accounting ◽  
Appropriate Use ◽  
The Past ◽  
Management Accountants ◽  
Strategic Emphasis ◽  
Definition Of

ABSTRACT: Cost management has been tied in the past to the concepts of score-keeping, attention directing, and problem solving, but the expectations of accountants in today's world have changed dramatically, extending well beyond these concepts. This paper presents a different way to view cost management. It is not a planning or decision-making focus, but instead a focus on helping the organization be successful, through the implementation of an effective competitive strategy. Strategy is implemented by the appropriate use of cost management methods. The “why strategy?” question is answered by a review of survey findings, a discussion of the potential errors in nonstrategic decision making, and a review of changes at the Institute of Management Accountants that reflect a greater emphasis on strategy, including a new definition of management accounting which focuses on strategy. The paper shows the strategy-based content flowcharts for each of the three courses: management accounting, cost accounting, and advanced management accounting.

Evidence-based Assessment

2010 ◽  
pp. 76-98
Author(s):  
John Hunsley ◽  
Eric J. Mash
Keyword(s):  
Decision Making ◽  
Clinical Assessment ◽  
Assessment Process ◽  
Evidence Based ◽  
The Past ◽  
Specific Assessment ◽  
The Many ◽  
Selection Of ◽  
Made In

Evidence-based assessment relies on research and theory to inform the selection of constructs to be assessed for a specific assessment purpose, the methods and measures to be used in the assessment, and the manner in which the assessment process unfolds. An evidence-based approach to clinical assessment necessitates the recognition that, even when evidence-based instruments are used, the assessment process is a decision-making task in which hypotheses must be iteratively formulated and tested. In this chapter, we review (a) the progress that has been made in developing an evidence-based approach to clinical assessment in the past decade and (b) the many challenges that lie ahead if clinical assessment is to be truly evidence-based.

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

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.

A Big Thank You to our Reviewers in the Past Year!

2021 ◽  
Vol 42 (02) ◽  
pp. 191-195
Keyword(s):  
Decision Making ◽  
Peer Review ◽  
Decision Making Process ◽  
The Past

Good reviewers are essential to the success of any journal and peer review is a major pillar of science. We are grateful to those mentioned below to have dedicated their time and expertise to help our authors improve and refine their manuscripts and support the Editor(s) in the decision making process in the past year.

Systems thinking, a consilience of values and logic

2005 ◽  
Vol 24 (4) ◽  
pp. 259-274
Author(s):  
Sameer Kumar ◽  
Thomas Ressler ◽  
Mark Ahrens
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Systems Thinking ◽  
Qualitative Reasoning ◽  
Colleges And Universities ◽  
Decision Makers ◽  
Modern World ◽  
Problem Solving Process ◽  
Problem Solvers

This article is an appeal to incorporate qualitative reasoning into quantitative topics and courses, especially those devoted to decision-making offered in colleges and universities. Students, many of whom join professional workforce, must become more systems thinkers and decision-makers than merely problem-solvers. This will entail discussion of systems thinking, not just reaching “the answer”. Managers will need to formally and forcefully discuss objectives and values at each stage of the problem-solving process – at the start, during the problem-solving stage, and at the interpretation of the results stage – in order to move from problem solving to decision-making. The authors suggest some methods for doing this, and provide examples of why doing so is so important for decision-makers in the modern world.

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