File Name: risk and reward are processed differently in decisions made under stress .zip
The primitive, emotional parts of our brains have a powerful influence on the choices we make. Now, neuroscientists are mapping the risk and reward systems in the brain that drive our best—and worst—decision making. Though we may have no idea how decision making happens, neuroscientists peering into our brains are beginning to get the picture. We have dog brains, basically, with a human cortex stuck on top, a veneer of civilization. This cortex is an evolutionarily recent invention that plans, deliberates, and decides. But the more we understand how we make decisions, the better we can manage them.
This study aimed to determine if anxiety and depression in individuals are related to deontological ethical decisions, with particular emphasis on the role of reward responsiveness as an underlying principle mediating any differences. Despite some studies indicating that anxiety and depression can impede upon general decision making, existing research has largely failed to address the impact of these enduring traits on ethical decision making. In order to assess this, three trait inventories measuring anxiety, depression and reward responsiveness, along with an ethical dilemma measure, were administered to a sample of females and 44 males. Our results suggest that deontological ethical decision making is unrelated to both anxiety and depression. The data also signifies, however, that reward responsiveness was inversely related to both depression and anxiety. Finally, the results indicate that anxiety and depression are highly related.
We examine the main theoretical models of decision making under stress and the effects of decision stress on decision making process to provide a deeper understanding of the decision making phenomenon. The literature review reveals that stress can have an impact on each stage of the decision-making process. The review also finds that decision makers could enhance their decision-making performance and prevent potential decision failures by means of adapting certain coping strategies. Adler, N. Baradell, J.
To effectively manage water risks, investors must consider the key risk drivers - and the materiality and timing of those risks. Water risks are more than an operating cost concern. Their impact on such factors as revenue and growth can be material, particularly in the short term. The increasingly extreme and episodic nature of water-related weather events, and the tendency for local communities to react swiftly to existing or perceived corporate impacts on water supplies, drive the immediacy of water risks. This chapter introduces the Investor Water Risk Dashboard as a framework for assessing water risk and illustrates how sector-specific and geographic approaches to assessing risk can improve investment analysis.
New research examining the impact of stress on decision processes reveals two consistent findings. First, acute stress enhances selection of.
Even though chronic stress is a pervasive problem in contemporary societies and is known to potentially precede both adverse psychological as well as physiological conditions, its effects on decision making have not been systematically investigated. In this paper, we focus on the relation between self-reported chronic stress and self-reported as well as behaviorally shown social preferences. We measured chronic stress with the Trier Inventory for Chronic Stress. To determine social preferences, participants played a double anonymous dictator game. In order to control for the robustness of social preferences we employed a 2x2x2x2 design where we manipulated four variables: the frame Give to Recipient vs.
New research examining how stress affects decision processes reveals two consistent findings. First, acute stress enhances selection of.Reply