Based on contemporary research in decision making, negotiation, and cognitive psychology, we offer a cognitive perspective to explain the failure of governments to create what Stiglitz (1998) calls near-Pareto improvements. We examine the role of human judgment in the failure to find wise...

People often experience tension over certain choices (e.g., they should reduce their gas consumption or increase their savings, but they do not want to). Some posit that this tension arises from the competing interests of a deliberative should self and an affective want self. We show that people...

Arguably, all judgments and decisions are made in 1 (or some combination) of 2 basic evaluation modes-joint evaluation mode (JE), in which multiple options are presented simultaneously and evaluated comparatively, or separate evaluation mode (SE), in which options are presented in isolation and...

Research on the separate versus joint evaluation of payoff allocations (e.g., Bazerman, Loewenstein, & White, 1992) has found that individuals prefer an equitable allocation between themselves and another person (e.g., self-$500/other-$500) to an alternative allocation where they receive a...

Recent reviews have documented a shift over the last 25 years in the study of negotiation toward the decision-making process of the negotiator (Bazerman, Curhan, & Moore, 2000; Bazerman, Curhan, Moore, & Valley, 2000; Neale & Fragale, this volume; Neuberg & Fiske, 1987; Thompson & Fox, 2000). The decision...

In this article, we define good scholarship, highlight our points of disagreement with Locke and Latham (2009), and call for further academic research to examine the full range of goal setting's effects. We reiterate our original claim that goal setting, like a potent medication, can produce...

This paper explores the biased perceptions that people hold of their own ethicality. We argue that the temporal trichotomy of prediction, action and recollection is central to these misperceptions: People predict that they will behave more ethically than they actually do, and when evaluating...

Group members often reason egocentrically, both when allocating responsibility for collective endeavors and when assessing the fairness of group outcomes. These self-centered judgments are reduced when participants consider their other group members individually or actively adopt their...

Executives today face many difficult, potentially explosive situations in which they must make decisions that can help or harm their firms, themselves, and others. How can they improve the ethical quality of their decisions? How can they ensure that their decisions will not backfire? The authors...