![]() ![]() Some of the most anti-social emotions, in fact, may bolster good decision-making. Anger can, though, work wonders in helping to evaluate others, especially when those evaluations are less than positive. People who experience anger, the researchers found, are prone to take greater risks. Decision-makers who feel more upbeat tend to be less focused in their information search.Īnger, on the other hand, can undermine good decisions. George and Dane found that decision-makers in a negative frame of mind tend to be more focused when facing a high-risk situation. But moods can also affect how we engage and understand research. In a study of foreign exchange traders, for example, participants who were in a good mood were overall less accurate in their decision-making, lost money and took unnecessary risks compared to both those in a control condition and those in a bad mood.Īnother widespread assumption: The more complex a situation, the more thoroughly an executive conducts research prior to making a choice. And that’s not necessarily a happy thing. So cheerful decision-makers often overestimate the likelihood of a positive outcome and underestimate the chance of a negative one. Research suggests that happy people believe positive outcomes are more likely than negative ones. Cheerful people make the best decisions, right? Not necessarily, George and Dane found. Let’s say, for example, you are one happy executive. how an individual feels - influence decision-making. George and former Professor Erik Dane analyzed the scientific literature showing how emotion and mood - i.e. In a recent study, Rice Business Emeritus Professor Jennifer M. Whether he or she realizes it or not, emotions ranging from rage to pleasure at someone else’s discomfort can indirectly lead to huge financial gain or devastating loss. In this whirl of activity, emotional states can affect decisions even more dramatically than the decision-maker may know. By its very nature, decision-making in large organizations is a messy, complicated and ambiguous process. The emotional environment surrounding business decisions is usually dynamic, and often turbulent. What’s your mood? The answer wields more power than you may guess. You’re a senior executive and you have to make a major decision. Regret is a powerful factor in confronting potentially difficult decisions.Affect - the moods and emotions that are experienced - drive decision making.Passing moods and deep emotions are both integral to the quality of our decisions.
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