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Cooperative Learning, Flexible Grouping, and Scaffolding to name a few. Each of these strategiesasks teachers to make instructional decisions based on the collection and analysis of data. In addition,classroom management practices, authentic assessment and student growth measures necessitateclear evidence gathering. As teacher candidates progress through their programs, they shouldencounter evidence-based decision-making — multiple means of collecting evidence, analyzing theevidence, setting goals, and evaluating results – throughout their coursework. We ask our teachercandidates to be reflective practitioners, in essence we ask them to use information to make evidence baseddecisions. The current pressures of accountability and the vision of supporting the learning of allstudents require evidence-based decision-making as a tool in any teacher's repertoire.

Up to this point, the role of intuition in decision making (instantaneous decisions without conscious awareness) has not received adequate attention by those outside the field of psychology (Hodgkinson, Langan-Fox, & Sasler-Smith, 2008). Herein, we argue that many important decisions are made within organizations without the use of the conscious mind. For instance, if an individual encounters a situation, they simply react in a way that has worked in the past without thinking, such as responding to anger with anger. Affect (i.e., emotion) has been shown to play an important role in this intuitive decision making (Lieberman, 2000, 2007). Intuitive ability can be increased by training individuals to implicitly recognize affective environmental cues and rapidly match them to commonly recurring emotional patterns, which lead to effective problem solving and decision making (Hodgkinson et al., 2008). We present a model of intuitive decision making that outlines how pattern matching is used by the brain to make decisions without our awareness. The result of this study can assist organizations in how to train their members to make better intuitive decisions.

Cover -- Half Title -- Title Page -- Dedication -- Copyright Page -- Table of Contents -- Foreword -- Preface -- 1. Introduction -- Part One: Lead PACs -- 2. Coping with Increasing Business Influence: The AFL-CIO's Committee on Political Education -- 3. The Business-Industry PAC: Trying to Lead in an Uncertain Election Climate -- 4. The National Committee for an Effective Congress: Liberalism, Partisanship, and Electoral Innovation -- 5. The Demise of a Lead PAC: The Free Congress PAC -- Part Two: Institutionalized PACs

Despite a clear and compelling need for an intelligence-led approach to security, operational, and reputational risks, the subject of corporate security intelligence remains poorly understood. An effective intelligence process can directly support and positively impact operational activity and associated decision-making and can even be used to drive a firm's business in key markets. This volume outlines theory and supplies real practical solutions to implementing an effective intelligence process.

The poliheuristic theory of foreign policy decision making posits a two-stage process wherein the decision maker first employs a noncompensatory decision rule to eliminate politically unacceptable alternatives and then employs a (perhaps) traditional decision procedure to select from the remaining set of acceptable alternatives. Ageneral decision analysis is used to provide a structured account of the elimination process of the first stage of the poliheuristic theory by displaying a noncompensatory decision rule for eliminating unacceptable policy alternatives. The results show how general decision analysis can be used to specify when an alternative is unacceptable to a political decision maker who is sensitive to public opinion.

STRATEGIC DECISIONS SHAPE THE COURSE TAKEN BY AN ORGANIZATION, WHETHER IT BE IN THE PUBLIC SECTOR OR THE PRIVATE SECTOR. AN ANALYSIS IS REPORTED OF 150 CASES OF THE MAKING OF SUCH DECISIONS IN BOTH PUBLICLY AND PRIVATELY OWNED ORGANIZATIONS. THREE TYPES OF DECISIONMAKING PROCESS ARE IDENTIFIED, SPORADIC, FLUID, AND CONSTRICTED. DIFFERENCES DUE TO THE NATURE OF THE SUBJECT MATTER UNDER DECISION, AND TO THE NATURE OF THE ORGANIZATION, ARE EXAMINED. DIFFERENCES IN THE PROPENSITY TO SPORADIC DECISION-MAKING PROCESSES IN THE ADMINISTRATION OF PUBLICLY OWNED ORGANIZATIONS ARE DESCRIBED.

Reviews institutional decision making and the role of property within a multi‐asset portfolio. Discusses diversification strategies by sector and region as a means of reducing or managing risk. Indicates the mismatch that can occur between the perception of risk, current market performance and targeting of investment activity by sector. Geographical diversification is apparent by region but not by subregion in the UK. In contrast investment into European markets is weak with particular concerns relating to currency fluctuations, taxation, lease structures and asset pricing.

In their 1979 article, Kahneman & Tversky introduced the world to the prospect theory of decision-making under risk as a critique of expected utility theory & its emphasis on final assets. Critics have noted that despite successful replications, its application outside the experimental arena is questionable. This article answers these critics by developing a formal model & theory of framing within prospect theory. Starting with an expected utility model, elements of risk, change & risk attitude are introduced in the context of the decision-maker's belief sets & assumptions. The result is a finding that framing works because individual expectations shift when confidence in assumptions about the problem change. In conclusion, a number of analytic tools are applied to explore the dynamics of the model & the effect of changing a decision-maker's view of the world & perception of a specific problem. 2 Tables, 7 Figures, 59 References. [Reprinted by permission of Sage Publications Ltd., copyright 2005.]

Organic organizations rely little on formalization in its classical meaning. Instead, behaviour is governed and expectations are generalized with means that Etzioni has classified as identitive power. Bureaucracies are characterized partly by their use of coercion and purchase (utilitarian power) of motivation of its members, while organic, empowering, flat, learning organizations tend to use symbols that do not constitute threats or rewards as means of motivating members. Instead members are motivated, or committed, by personal identification with the organizational identity. This form of motivation can be compared with rule-based or identity-driven decision-making, by which organizational decisions are guided by organizational and personal identities rather than by a calculation of preferences and expected outcomes. In this paper, three decision-making problems are identified that are caused by improperly functioning differentiation between personal identities of organizational members and organizational identities when identities are the basis for both motivation and bounded rationality (decision-making).