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Harrison, 1975

"There are almost as many perspectives on decision making as there are individuals and organizations involved in the process. If a particular choice happens to differ greatly from the values and interests of an individual or group affected by its consequences, it is labeled nonrational. In other instances, a decision maker may proceed on the naive assumption that he possesses perfect information, in which case he views alternatives with complete certainty regarding the outcome. Often this view is conditioned heavily by the propensity of the decision maker for accepting or avoiding risk as well as ingrained perceptual biases below his threshold of awareness." (p. 297)

from Harrison, E. Frank. The Managerial Decision-Making Process. Boston, MA: Houghton Mifflin Company, 1975.

appeared in DSS News, March 31, 2002, Vol. 3, No. 7