Preface
Acknowledgements
Contents
Contributors
Chapter 1: Decision Making Under Uncertainty and Problem Solving
1.1 Introduction
1.1.1 Continuum of Pure Uncertainty and Certainty
1.1.2 Risk and Uncertainty
1.1.3 Decision Making and Uncertainty
1.1.4 Types of Uncertainty in Decision Making
1.1.4.1 First- and Second-Order Uncertainty
1.1.4.2 Uncertainty from the Ethical Perspective
1.1.4.3 Uncertainty Based on S-R-O Rules
1.1.5 Neurological Correlates of Uncertainty and Decision Making
1.1.6 Limitations of Decision Making Under Pure Uncertainty
1.1.7 Handling Uncertainty in Decision Making
1.1.8 Implications for Decision Making Under Uncertainty
References
Chapter 2: Are Positive People More Flexible in Cognitive Processing? Addressing the Conceptual and Empirical Inconclusiveness
2.1 Introduction
2.2 Perspective I: Positive Emotions and Global/Local Bias in Cognitive Processing
2.3 Perspective II: Positive Emotions and Cognitive Flexibility
2.4 Present Study
2.5 Method
2.5.1 Participants
2.5.2 Measures
2.6 Procedure
2.7 Methodological Considerations
2.8 Results
2.9 Discussion
2.9.1 Implications for Theory and Research
2.10 Implications for Practice
2.11 Limitations and Future Scope
2.12 Conclusion
References
Chapter 3: A Review of Decision Making Using Multiple Criteria
3.1 Introduction
3.2 Concepts Used
3.2.1 Uncertainty/Imprecision
3.2.2 Entities
3.3 Decision-Making Types
3.3.1 Multiple Objective Decision Making (MODM)
3.3.2 Multiple Criteria Decision Making (MCDM)
3.3.2.1 Weighted Product Model (WPM)
3.3.2.2 Weighted Sum Model (WSM)
3.3.2.3 The TOPSIS Method
3.3.2.4 The AHP Method
3.3.2.5 The Fuzzy AHP Method
3.3.2.6 ELECTRE
3.3.2.7 Preference Ranking Organization Method for Enrichment Evaluation (PROMETHEE)
3.3.2.8 Multiple Attribute Decision Making (MADM)
3.4 Steps in MCDM Methodology
3.4.1 Methods of Estimation of Weights
3.5 Emotion-Based Decision Making
3.5.1 Emotion-Based MCDM
3.6 Conclusion
References
Chapter 4: Mid-Brain Connective for Human Information Processing: A New Strategy for the Science of Optimal Decision Making
4.1 Introduction
4.2 Background
4.2.1 Human Brain, Information Processing, and Decision Making
4.3 Main Body
4.3.1 Emotions, Cognition, and Mid-Brain Connectome
4.3.2 Brain Integration: Emotions, Cognition, and Mid-Brain Connect
4.4 Conclusions
References
Chapter 5: Need of Improving the Emotional Intelligence of Employees in an Organization for Better Outcomes
5.1 Introduction
5.2 Need of Improvements in Emotional Intelligence
5.3 Factors to Be Considered for Identifying Emotional Intelligence
5.4 Factors of Emotional Intelligence
5.4.1 Self-Awareness
5.4.2 Awareness of Others
5.4.3 Authenticity
5.4.4 Emotional Reasoning
5.5 The Value of Emotions
5.5.1 Data
5.5.2 Absolution
5.5.3 Communication
5.5.4 Self-Management
5.5.5 Creating Self-Management
5.6 Inspiring Performance
5.7 Persuasive Actions of Leadership
5.8 Three Steps Toward Improved Emotional Intelligence
5.9 Conclusion
References
Chapter 6: Slow and Fast Thinking for Problem Solving Under Uncertainty
6.1 Introduction
6.2 What Thinking Is and Why It Helps in Problem Solving
6.3 Slow Thinking and Why Do We Not Think Slowly?
6.3.1 Subjective Illusion Breaker
6.3.2 Surprises and How Such Triggers Slow Thinking
6.4 Fast Thinking and Why Do We Think Fast?
6.4.1 Perturbation Theory Supports Fast Thinking
6.4.2 You Got Skills: You Can Think Fast
6.4.3 Intuition Accelerates Fast Thinking
6.5 How Thinking Speed Affects Problem Solving
6.6 Conclusion
References
Chapter 7: Decision Making in Positive and Negative Prospects: Influence of Certainty and Affectivity
7.1 Introduction
7.2 Method
7.2.1 Participants
7.2.2 Measures
7.2.3 Choice Under Uncertainty
7.2.4 Certainty in Choice
7.2.5 Positive Affectivity and Negative Affectivity Schedule
7.3 Results
7.3.1 Choice under Uncertainty
7.3.2 Certainty in Choices
7.3.3 Certainty and Affectivity Determining the Choice
7.4 Discussion
References
Index