Results

Abstract

This chapter integrates the findings of the separate empirical studies in order to extend our knowledge about decision making. It discusses the different ways in which cognitive maps can be used in decision making, what can be inferred about individual decision making, and how belief systems of collectivities differ from those of individuals. One finding is particularly curious. In the three studies of spontaneous cognitive maps that were derived from policy disacussion, no recognition of feedback was observed. By contrast, in the two studies using the forced-response questionnaire method, feedback was found frequently. After a series of alteranative explanations are examined, the conclusion is drawn that this pattern is due to decision makers' having more relevant beliefs than they can handle. The chapter ends with a discussion of what can be done to enlarge the ability of decision makers to make fuller use of their own beliefs.