Psychological Traps and Intuitive Decision-Making
Psychological traps can be especially dangerous when engaging in decision-making. There are a number of different psychological traps that leaders and decision makers can fall into. This paper will discuss some of these traps, explain how they affect decisions and the intuitive decision-making process, and provide two examples of how this can be seen in the “Korea 1950” case study.
One type of psychological trap is the anchoring trap, which occurs when a decision maker gives disproportionate weight to the first bit of information received, allowing this tidbit of data to inform and shape his entire outlook when subsequent data would better help to explain a situation so that a more informed and rational decision could be made.[footnoteRef:2] The status-quo trap occurs when one has a bias towards maintaining a current situation even though better options exist for organizing or implementing a course of action. This trap can cause a leader to keep an organization from achieving its objectives out of fear or pride. The sunk-cost trap occurs when one continues to repeat the same mistakes of the past: an individual will make choices not based on objective assessment but rather out of a prejudice or desire to see previous choices justified—i.e.,...
Bibliography
Hammond, John; Ralph Keeney and Howard Raiffa, “The Hidden Traps in Decision Making” Harvard Business Review (1999), https://hbr.org/1998/09/the-hidden-traps-in-decision-making-2
Rielly, Bob. “Defeat from Victory: Korea 1950,” Case Study.
The Republicans rallied behind MacArthur who did not stifle his view that America should attack enemy bases in China, even at the risk of a wider war. Truman was incensed. The battle in Washington was soon drawing bigger headlines than the battle in Korea. (Ibid) Many theorists in the 1950's saw the Chinese involvement as being part of an overall communist plot to dominate the world. They saw little distinction between
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Korean War is often called the quiet or forgotten war. Sandwiched in between the popular war, World War II, and an unpopular war, The Vietnam War, The Korean conflict was not the measure of hardware and military might which occurred in WWII. The Korean War was also not the political boondoggle which arose during the Vietnam era. The Korean conflict tested the wills and strategies of the world's global super
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On page 138 Halberstam explains that the initial American units "…thrown into battle were poorly armed, in terrible shape physically, and, more often than not, poorly led" (Halberstam, 2007, 138). The U.S. was trying to get by "…on the cheap," Halberstam explains, and it Korea "it showed immediately"; Truman wanted to keep taxes low, he wanted to try and pay off the debt from the enormous expenditures in WWII,
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