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T here are numerous texts available in the human, managerial, or organizational decision-making areas that purport to depict how humans in general and managers in particular can and should make better decisions (e.g., Arkes & Hammond, 1986; Baron, 1994; Bazerman, 1998; Beach, 1993; Cooksey, 1996a; Goldstein & Hogarth, 1997; Goodwin & Wright, 1991; Harrison, 1995; Hogarth, 1987; Jennings & Wattam, 1998; Kahneman et al., 1982; Kleindorfer et al., 1993; Payne et al., 1993; Plous, 1993; Rowe & Boulgarides, 1992; Russo & Schoemaker, 1989; Shapira, 1997; Yates, 1990). However, a reasonable reading of any of these texts will tend to lead the typical reader to one or more of the following conclusions:
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Ray Cooksey (2000) studied this question.
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