Framing

Framing is a substance of how information is obtainable.  Think about this phrase: "Our cookies are 90 percent fat-free." Now think about it after reframing: "Our cookies are ten percent fat." merely reframing how the information is presented leads to a very dissimilar feeling about the product and, almost definitely, to a different decision.

Additional ordinary weaknesses in decision making are a tendency to "pleased" (take the first practical option rather than looking for out the most favorable alternative); the halo effect (the tendency to assume that because someone has a good standing in one area, they are right here too); a tendency to be risk disinclined (if you frame something in terms of losses, the decision is likely to go against you, if you frame it in terms of gains, you will get a positive decision); and the effect of history: if the last pronouncement a person made was right, we may presuppose the next one will be right too, or, if we have historically been good in one area, we may suppose that we will continue to be good there without applying the full balanced model to the decision.

Recently, the notion of "bounded level-headedness" has urbanized: those human beings are capable of being rational within limits. As a manager, the use of reframing, looking for out disconfirming confirmation, and being aware of the factors influencing decision makers can increase the reasonableness and efficiency of your decision.