An important aspect of learning is the ability to transfer knowledge to new contexts. However, in dynamic decision tasks, such as bargaining, firefighting, and process control, where decision makers must make repeated decisions under time pressure and outcome feedback may relate to any of a number of decisions, such transfer has proven elusive. This paper proposes a two-stage connectionist mode...

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EXPLOITING STRUCTURE IN COORDINATING MULTIPLE DECISION MAKERS

A decision maker (DM) prefers to allocate a limited number of prizes to the “highest-quality” agents. Although the DM is initially uniformed about quality, she can learn about quality through a review process before awarding prizes. Due to time constraints, however, the DM is unable to review all agents before making a decision. The method by which the DM allocates her limited attention affects...

Despite intense research on decision-making in action, we still know little about when decision-makers rely on deliberate vs. intuitive decision-making in decision situations under complexity and uncertainty. This paper studies decision-making modes (deliberate vs. intuitive) in complex task environments contingent on perceived complexity, experience, and decision style preference. We find that...