000			01730nam a2200169 4500
999			_c511726 _d511726
008			191006b ||||| |||| 00| 0 eng d
100			_aRoberts, Patrick _911956
245			_aDecision biases and heuristics among emergency managers: Just like the public they manage for?
260			_bAmerican Review of Public Administration
300			_a49(3), Apr, 2019: p.292-308.
520			_aWe present evidence that emergency managers exhibit some of the same decision biases, sensitivity to framing, and heuristics found in studies of the general public, even when making decisions in their area of expertise. Our national survey of county-level emergency managers finds that managers appear more risk averse when the outcomes of actions are framed as gains than when equivalent outcomes are framed as losses, a finding that is consistent with prospect theory. We also find evidence that the perceived actions of emergency managers in neighboring jurisdictions affect the choices a manager makes. In addition, our managers show evidence of attribution bias, outcome bias, and difficulties processing numerical information, particularly probabilities compared to frequencies. Each of these departures from perfect rationality points to potential shortfalls in public managers’ decision making. We suggest opportunities to improve decision making through reframing problems, providing training in structured decision-making processes, and employing different choice architectures to nudge behavior in a beneficial direction. - Reproduced.
650			_aEmergency management _911957
700			_aWernstedt, Kris _911958
773			_aAmerican Review of Public Administration
906			_aPublic administration
942			_2ddc _cAR