Dr Tom Reader, STC.S313.

Optional for MSc Social and Cultural Psychology, MSc Organisational and Social Psychology,  MSc Social Research Methods, MSc Social and Public Communication and MSc Organisational Behaviour. Students on degrees without a psychology component may only attend subject to numbers, their own degree regulations and at the discretion of the Teacher responsible.

This course teaches on theory and research from the field of organisational and social decision-making. It provides a historical introduction to decision-making, and introduces the core concepts used by social psychologists to understand (and improve) decision-making processes in organisations. The course considers decision making in both organisational and societal settings, and focuses upon contexts in which there is risk and uncertainty. It draws upon the social, cognitive and organisational psychology literatures, and considers the core concepts and tools used to understand, research, and support organisational and social decision-making. These theories and tools are contextualized through empirical and case study examples taken from domains such as finance, healthcare, the energy industry, government, and the military. Students will be encouraged to take a critical perspective, and to consider how the principles taught on the course can be applied to (and used to improve) a variety of social or organisational scenarios.

The course will cover psychology topics such as: intuitive and analytical forms of decision-making, individual traits and cognitive factors that influence decision-makers (e.g. biases and emotions), human error and decision-failures, group decision-making processes (e.g. teamwork, leadership), strategic decision-making, decision-making under risk and uncertainty, decision-making and organisational/societal outcomes, and techniques and tools for aiding organisational and social decision-making.

Lecture/Seminar (PS445) (one-hour) x 10 LT. Class (PS445.A) (one hour) x ten in LT, devoted to in-depth analysis of specific material.

An essay plan of not more than 500 words is required.

Adam, F., Brezillon, P., Carlsson, S., & Humphreys, P. (2006). Creativity and Innovation in Decision Making and Decision Support (Vol. 1 and 2): London: Decision Support Press.; Brown, R. V. (2005). Rational choice and judgment: Decision analysis for the decider: Wiley.; Furnham, A. (2005). The Psychology of behaviour at Work: Psychology Press.; Gigerenzer, G. (2008). Gut feelings: Short cuts to better decision making: Penguin.; Kerr, N., & Tindale, R. S. (2004). Group performance and decision-making. Annual Review of Psychology, 55, 623-655. ;Klein, K., Ziegert, J. C., Knight, P., & Xiao, Y. (2006). Dynamic delegation: Shared, hierarchical, and deinidivudalized leadership in extreme action teams. Administrative Science Quarterly, 51, 590-621.; Koehler, D., & Harvey, H. (2007). Handbook of judgment and decision-making. Blackwell.; Lipshitz, R., Klein, G., Orasanu, G., & Salas, E. (2001). Taking stock of naturalistic decision making. Journal of Behavioural Decision Making, 14, 331-352.; Mellers, B., Schwartz, A., & Cooke, A. (1998). Judgement and decision-making. Annual Review of Psychology, 49, 447-477.; Reason, J. (1990). Human error. New York: Cambridge University Press.

A written assignment of not more than 3,000 words is required (100%).