Improving dynamic decision making through training and self-reflection
(2015) In Judgment and Decision Making 10(4). p.284-295- Abstract
- The modern business environment requires managers to make effective decisions in a dynamic and uncertain world. How can such dynamic decision making (DDM) improve? The current study investigated the effects of brief training aimed at improving DDM skills in a virtual DDM task. The training addressed the DDM process, stressed the importance of self-reflection in DDM, and provided 3 self-reflective questions to guide participants during the task. Additionally, we explored whether participants low or high in self-reflection would perform better in the task and whether participants low or high in self-reflection would benefit more from the training. The study also explored possible strategic differences between participants related to training... (More)
- The modern business environment requires managers to make effective decisions in a dynamic and uncertain world. How can such dynamic decision making (DDM) improve? The current study investigated the effects of brief training aimed at improving DDM skills in a virtual DDM task. The training addressed the DDM process, stressed the importance of self-reflection in DDM, and provided 3 self-reflective questions to guide participants during the task. Additionally, we explored whether participants low or high in self-reflection would perform better in the task and whether participants low or high in self-reflection would benefit more from the training. The study also explored possible strategic differences between participants related to training and self-reflection. Participants were 68 graduate business students. They individually managed a computer-simulated chocolate production company called CHOCO FINE and answered surveys to assess self-reflection and demographics. Training in DDM led to better performance, including the ability to solve initial problems more successfully and to make appropriate adjustments to market changes. Participants' self-reflection scores also predicted performance in this virtual business company. High self-reflection was also related to more consistency in planning and decision making. Participants low in self-reflection benefitted the most from training. Organizations could use DDM training to establish and promote a culture that values self-reflective decision making. (Less)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/7984980
- author
- Donovan, Sarah J. ; Guess, C. Dominik and Näslund, Dag LU
- organization
- publishing date
- 2015
- type
- Contribution to journal
- publication status
- published
- subject
- keywords
- dynamic decision making, complex problem solving, training, self-reflection, microworlds, strategies
- in
- Judgment and Decision Making
- volume
- 10
- issue
- 4
- pages
- 284 - 295
- publisher
- Society for Judgment and Decision Making
- external identifiers
-
- wos:000358800600001
- scopus:84938530531
- ISSN
- 1930-2975
- language
- English
- LU publication?
- yes
- id
- 4ade6bb1-e04c-4162-9ebd-81de45f0f2e7 (old id 7984980)
- alternative location
- http://journal.sjdm.org/14/14411/jdm14411.pdf
- date added to LUP
- 2016-04-01 14:43:40
- date last changed
- 2023-03-11 03:29:48
@article{4ade6bb1-e04c-4162-9ebd-81de45f0f2e7,
abstract = {{The modern business environment requires managers to make effective decisions in a dynamic and uncertain world. How can such dynamic decision making (DDM) improve? The current study investigated the effects of brief training aimed at improving DDM skills in a virtual DDM task. The training addressed the DDM process, stressed the importance of self-reflection in DDM, and provided 3 self-reflective questions to guide participants during the task. Additionally, we explored whether participants low or high in self-reflection would perform better in the task and whether participants low or high in self-reflection would benefit more from the training. The study also explored possible strategic differences between participants related to training and self-reflection. Participants were 68 graduate business students. They individually managed a computer-simulated chocolate production company called CHOCO FINE and answered surveys to assess self-reflection and demographics. Training in DDM led to better performance, including the ability to solve initial problems more successfully and to make appropriate adjustments to market changes. Participants' self-reflection scores also predicted performance in this virtual business company. High self-reflection was also related to more consistency in planning and decision making. Participants low in self-reflection benefitted the most from training. Organizations could use DDM training to establish and promote a culture that values self-reflective decision making.}},
author = {{Donovan, Sarah J. and Guess, C. Dominik and Näslund, Dag}},
issn = {{1930-2975}},
keywords = {{dynamic decision making; complex problem solving; training; self-reflection; microworlds; strategies}},
language = {{eng}},
number = {{4}},
pages = {{284--295}},
publisher = {{Society for Judgment and Decision Making}},
series = {{Judgment and Decision Making}},
title = {{Improving dynamic decision making through training and self-reflection}},
url = {{http://journal.sjdm.org/14/14411/jdm14411.pdf}},
volume = {{10}},
year = {{2015}},
}