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The Effects of Pressure on Strategy Selection for Decisions Made Under Uncertainty


Metadata FieldValueLanguage
dc.contributor.advisorFranco-Watkins, Anaen_US
dc.contributor.authorHuffling, Steven Kyleen_US
dc.date.accessioned2015-07-30T13:02:52Z
dc.date.available2015-07-30T13:02:52Z
dc.date.issued2015-07-30
dc.identifier.urihttp://hdl.handle.net/10415/4828
dc.description.abstractDecisions are often made in high-stakes or pressure filled situations. Some evidence suggests that in the presence of social and performance pressures, some people become less able to maintain the use of complex strategies (Beilock & Carr, 2005; Copeland & Radvansky, 2004). In the current study a movie judgment task was used to assess transitions in strategy selection under social and performance pressures. No evidence of changes in decision strategy was found. However, participants who were not given explicit strategy training were, in general, slower to make decisions in pressure and no pressure conditions. These findings indicate that under pressure people are generally able to maintain complex strategy use, but without training for a particular strategy, they may need more time to determine which strategy is appropriate for a decision.en_US
dc.subjectPsychologyen_US
dc.titleThe Effects of Pressure on Strategy Selection for Decisions Made Under Uncertaintyen_US
dc.typeMaster's Thesisen_US
dc.embargo.statusNOT_EMBARGOEDen_US

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