Cognitive Workload and Fatigue in Financial Decision Making

This ebook provides new concept and empirical reviews at the roles of cognitive workload and fatigue on repeated monetary judgements. The mathematical versions which are built the following make the most of cusp disaster capabilities for discontinuous alterations in functionality and combine target measures of workload, subjective studies, and person variations one of the selection makers. extra nonlinear dynamical methods are tested in regards to patience and antipersistence in judgements, entropy, extra motives of performance, and the id of risk-optimization profiles for lengthy sequences of selections.

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Additional info for Cognitive Workload and Fatigue in Financial Decision Making (Evolutionary Economics and Social Complexity Science, Volume 13)

Sample text

By way of explanation, in Western cultures, the inclination is often to tell rather than to ask questions or to consider an issue in silence. As is the case with radio and television, “dead air” in conversation has become something to be avoided, not encouraged. Actually, however, a wise negotiator will resist the temptation to fill all space with assertions. Sometimes a one-across move, such as silence, a comment like “I see,” or a pensive look accompanied by “Hmmm” or “Interesting,” can buy time and help break a pattern that is hindering you from accom­ plishing your objective.

I can’t tell you how many of my students, early in practice negotiations, have given away the store because they’d prepared for resistance and instead met cooperation. Others, however, go in expecting cooperation and find themselves facing what they view as irrational resistance. In such cases, they often become fed up with the other side and leave the negotiation with far less than they would have obtained had they prepared for competitive styles of negotiation. If you’ve prepared only for a cooperative negotiation, you may be sim­ ilarly caught off guard by the other side’s hard-nosed tactics and refusal to seek mutual gain.

They do not seek to win at every turn or at any cost. They seek to win when it counts the most. They know in advance what they’re willing to sacrifice, when they’re likely to accommodate, and when they are likely to press for accommodation from the other party. They are not easily impressed with surface indicators of power or advantage because they know that these can be located on their side as well. And when it seems that they possess the lion’s share of power, they are pleased but not lured into comfort, for power is easily converted to powerlessness when one’s guard is down.

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