The Ten Commandments of Risk Leadership: A Behavioral Guide on Strategic Risk Management
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2022
|
| Schriftenreihe: | Future of Business and Finance Series
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (185 Seiten) |
| ISBN: | 9783030887971 |
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| 245 | 1 | 0 | |a The Ten Commandments of Risk Leadership |b A Behavioral Guide on Strategic Risk Management |
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| 505 | 8 | |a Intro -- Preface -- Contents -- 1: Introduction -- Risk Management Versus Risk Leadership -- References -- 2: Risk and Risk Perception: Why We Are Not Rational in the Face of Risk -- Risk and Uncertainty -- Risk, Probabilities, and Rationality -- Psychological Aspects on Risk Perception -- Risk Metrics -- Risk Aversion -- Key Takeaways for Risk Leadership -- References -- 3: Expected Utility, Prospect Theory, and the Allais Paradox: Why Reference Points Are Important -- Bernoulli and Expected Utility Theory -- Why Expected Utility Does Not Work -- The Allais Paradox -- Prospect Theory -- Reference Points and Loss Aversion -- The Isolation Effect -- Framing -- The Safety Effect -- The Reflection Effect -- The Insulation Effect -- So How Do We Contextualize Risks in Practice? -- Key Takeaways for Risk Leadership -- References -- 4: Confirmation Bias and Anchoring Effect: Why the First Piece of Information is Key in Negotiations -- Confirmation Bias -- Anchoring Effect -- Anchoring and Being a Good Negotiator -- Key Takeaways for Risk Leadership -- References -- 5: Framing and the Ostrich Effect: Why Our Decisions Depend On How Information Is Presented -- Framing and the Ostrich Effect -- Framing and Loss Aversion -- Framing and Financial Literacy -- Distortions in Risk Perception -- Distortions in Risk Transfer -- Empirical Investigations into the Ostrich Effect -- Key Takeaways for Risk Leadership -- References -- 6: Emotions and Zero Risk Bias: Why We Make Bad Decisions and Overspend on Risk Avoidance -- Zero-Risk Bias -- When We Hate to Lose: Aversion to a Sure Loss -- Key Takeaways for Risk Leadership -- References -- 7: Endowment Effect and Status-Quo Bias: Why We Stick with Bad Decisions -- Risky Decisions and the Endowment Effect -- Endowment Effect and Loss Aversion -- Status Quo Bias -- Experimental Tests on Static Decisions | |
| 505 | 8 | |a Experiments on Sequential Decisions -- Explanation 1: Rational Decision-Making -- Explanation 2: Psychological Commitment -- Explanation 3: Cognitive Misperceptions -- Applications of the Endowment Effect to the Status Quo Bias -- Escalation of Commitment -- Key Takeaways for Risk Leadership -- References -- 8: Overconfidence and Self-Blindness: Why We Think We Are Better Than We Actually Are -- Managerial Overconfidence -- Overestimation -- Forecasts and the Planning Fallacy -- Illusion of Control -- Overplacement -- Overprecision -- Overconfidence and Gender -- The Confidence Gap -- Imposter Syndrome: Underconfidence in Women -- Men Promote Men: Narcissism or Old Boys'Club? -- Managerial Overconfidence, Corporate Risk Management, and Selective Self-Attribution -- Key Takeaways for Risk Leadership -- References -- 9: The Low-Probability Puzzle: Why We Insure Our Cellphone But Not Our Home -- Emotions Override Probability For LRHC Events -- The Catastrophe Insurance Market Puzzle -- Transaction Costs -- Inefficient Financial Markets -- Asymmetric Information -- Limited Liability -- Diversification in Time -- Regret Aversion -- Key Takeaways for Risk Leadership -- References -- 10: Fairness, Diversity, Groupthink, and Peer Effects: Why Other People Matter for Our Risky Decisions -- Fairness and Cooperation: Lessons from Game Theory -- Prisoner's Dilemma -- Dictator Game -- Ultimatum Game -- The Impact of Groupthink -- When Does the Phenomenon Occur? -- What Are the Symptoms of Groupthink? -- What Are Symptoms of Defective Decision-making in Groups? -- Debiasing Strategies to Limit Groupthink -- Diversity and Independent Directors -- Peer Effects, Stereotypes, and Company Culture -- Peer Effects -- Company Culture -- Stereotypes -- Key Takeaways for Risk Leadership -- References | |
| 505 | 8 | |a 11: Hindsight Bias: Why We Think We Are Good Predictors Even Though We Are Not -- Hindsight Bias -- Why Do People Exhibit Hindsight Bias? -- Consequences of Hindsight Bias in Practice -- Myopia -- Overconfidence -- Effect Size -- What Can We Do About Hindsight Bias? -- Consider-the-opposite -- Expertise -- Visualisation Techniques -- Key Takeaways for Risk Leadership -- References -- 12: The 10 Commandments and How We Can Develop Strategic Risk Leadership Competencies -- The 10 Commandments -- Insights from Behavioral Sciences on Our Decision-Making Processes -- Self-Leadership and Habits -- Confidence -- References -- Appendix 1: Probability Fundamentals -- The Axioms of Probability Theory -- Probability Interpretations -- Basic Rules and Definitions for Calculating Probabilities -- Theorem of Bayes -- The Monty Hall Problem -- The Paradox of the False Positives -- Appendix 2: Decision Theory Fundamentals -- What Is Decision Theory? -- The Basic Model -- Dominance Principles -- Statewise Dominance Principle -- (First-Order) Stochastic Dominance Principle -- Classical Principles of Decision Theory -- The Mean-Principle (μ-Principle) -- The Mean-Variance-Principle (μ-σ-Principle) -- Appendix 3: Risk Aversion and Expected Utility Fundamentals -- Expected Utility Theory and Risk Aversion -- Certainty Equivalent and Risk Premium -- The Arrow-Pratt Coefficients of Risk Aversion -- Appendix 4: Game Theory Fundamentals -- What is Game Theory? -- Basic Assumptions or "Rules" of a Game -- The Normal Form of a Game -- The Extensive Form of a Game -- A Famous Game: The Prisoner's Dilemma -- Equilibrium in Dominant Strategies -- Nash Equilibrium -- Multiple Nash Equilibria in Pure Strategies -- No Nash Equilibria in Pure Strategies -- Nash Equilibrium in Mixed Strategies -- Subgame Perfect Equilibrium -- References -- Index | |
| 650 | 4 | |a Risk management-Social aspects | |
| 650 | 4 | |a Leadership-Moral and ethical aspects | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Hofmann, Annette |t The Ten Commandments of Risk Leadership |d Cham : Springer International Publishing AG,c2022 |z 9783030887964 |
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Datensatz im Suchindex
| _version_ | 1804185102838661120 |
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| adam_txt | |
| any_adam_object | |
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| author | Hofmann, Annette |
| author_facet | Hofmann, Annette |
| author_role | aut |
| author_sort | Hofmann, Annette |
| author_variant | a h ah |
| building | Verbundindex |
| bvnumber | BV048920950 |
| collection | ZDB-30-PQE |
| contents | Intro -- Preface -- Contents -- 1: Introduction -- Risk Management Versus Risk Leadership -- References -- 2: Risk and Risk Perception: Why We Are Not Rational in the Face of Risk -- Risk and Uncertainty -- Risk, Probabilities, and Rationality -- Psychological Aspects on Risk Perception -- Risk Metrics -- Risk Aversion -- Key Takeaways for Risk Leadership -- References -- 3: Expected Utility, Prospect Theory, and the Allais Paradox: Why Reference Points Are Important -- Bernoulli and Expected Utility Theory -- Why Expected Utility Does Not Work -- The Allais Paradox -- Prospect Theory -- Reference Points and Loss Aversion -- The Isolation Effect -- Framing -- The Safety Effect -- The Reflection Effect -- The Insulation Effect -- So How Do We Contextualize Risks in Practice? -- Key Takeaways for Risk Leadership -- References -- 4: Confirmation Bias and Anchoring Effect: Why the First Piece of Information is Key in Negotiations -- Confirmation Bias -- Anchoring Effect -- Anchoring and Being a Good Negotiator -- Key Takeaways for Risk Leadership -- References -- 5: Framing and the Ostrich Effect: Why Our Decisions Depend On How Information Is Presented -- Framing and the Ostrich Effect -- Framing and Loss Aversion -- Framing and Financial Literacy -- Distortions in Risk Perception -- Distortions in Risk Transfer -- Empirical Investigations into the Ostrich Effect -- Key Takeaways for Risk Leadership -- References -- 6: Emotions and Zero Risk Bias: Why We Make Bad Decisions and Overspend on Risk Avoidance -- Zero-Risk Bias -- When We Hate to Lose: Aversion to a Sure Loss -- Key Takeaways for Risk Leadership -- References -- 7: Endowment Effect and Status-Quo Bias: Why We Stick with Bad Decisions -- Risky Decisions and the Endowment Effect -- Endowment Effect and Loss Aversion -- Status Quo Bias -- Experimental Tests on Static Decisions Experiments on Sequential Decisions -- Explanation 1: Rational Decision-Making -- Explanation 2: Psychological Commitment -- Explanation 3: Cognitive Misperceptions -- Applications of the Endowment Effect to the Status Quo Bias -- Escalation of Commitment -- Key Takeaways for Risk Leadership -- References -- 8: Overconfidence and Self-Blindness: Why We Think We Are Better Than We Actually Are -- Managerial Overconfidence -- Overestimation -- Forecasts and the Planning Fallacy -- Illusion of Control -- Overplacement -- Overprecision -- Overconfidence and Gender -- The Confidence Gap -- Imposter Syndrome: Underconfidence in Women -- Men Promote Men: Narcissism or Old Boys'Club? -- Managerial Overconfidence, Corporate Risk Management, and Selective Self-Attribution -- Key Takeaways for Risk Leadership -- References -- 9: The Low-Probability Puzzle: Why We Insure Our Cellphone But Not Our Home -- Emotions Override Probability For LRHC Events -- The Catastrophe Insurance Market Puzzle -- Transaction Costs -- Inefficient Financial Markets -- Asymmetric Information -- Limited Liability -- Diversification in Time -- Regret Aversion -- Key Takeaways for Risk Leadership -- References -- 10: Fairness, Diversity, Groupthink, and Peer Effects: Why Other People Matter for Our Risky Decisions -- Fairness and Cooperation: Lessons from Game Theory -- Prisoner's Dilemma -- Dictator Game -- Ultimatum Game -- The Impact of Groupthink -- When Does the Phenomenon Occur? -- What Are the Symptoms of Groupthink? -- What Are Symptoms of Defective Decision-making in Groups? -- Debiasing Strategies to Limit Groupthink -- Diversity and Independent Directors -- Peer Effects, Stereotypes, and Company Culture -- Peer Effects -- Company Culture -- Stereotypes -- Key Takeaways for Risk Leadership -- References 11: Hindsight Bias: Why We Think We Are Good Predictors Even Though We Are Not -- Hindsight Bias -- Why Do People Exhibit Hindsight Bias? -- Consequences of Hindsight Bias in Practice -- Myopia -- Overconfidence -- Effect Size -- What Can We Do About Hindsight Bias? -- Consider-the-opposite -- Expertise -- Visualisation Techniques -- Key Takeaways for Risk Leadership -- References -- 12: The 10 Commandments and How We Can Develop Strategic Risk Leadership Competencies -- The 10 Commandments -- Insights from Behavioral Sciences on Our Decision-Making Processes -- Self-Leadership and Habits -- Confidence -- References -- Appendix 1: Probability Fundamentals -- The Axioms of Probability Theory -- Probability Interpretations -- Basic Rules and Definitions for Calculating Probabilities -- Theorem of Bayes -- The Monty Hall Problem -- The Paradox of the False Positives -- Appendix 2: Decision Theory Fundamentals -- What Is Decision Theory? -- The Basic Model -- Dominance Principles -- Statewise Dominance Principle -- (First-Order) Stochastic Dominance Principle -- Classical Principles of Decision Theory -- The Mean-Principle (μ-Principle) -- The Mean-Variance-Principle (μ-σ-Principle) -- Appendix 3: Risk Aversion and Expected Utility Fundamentals -- Expected Utility Theory and Risk Aversion -- Certainty Equivalent and Risk Premium -- The Arrow-Pratt Coefficients of Risk Aversion -- Appendix 4: Game Theory Fundamentals -- What is Game Theory? -- Basic Assumptions or "Rules" of a Game -- The Normal Form of a Game -- The Extensive Form of a Game -- A Famous Game: The Prisoner's Dilemma -- Equilibrium in Dominant Strategies -- Nash Equilibrium -- Multiple Nash Equilibria in Pure Strategies -- No Nash Equilibria in Pure Strategies -- Nash Equilibrium in Mixed Strategies -- Subgame Perfect Equilibrium -- References -- Index |
| ctrlnum | (ZDB-30-PQE)EBC6893499 (ZDB-30-PAD)EBC6893499 (ZDB-89-EBL)EBL6893499 (OCoLC)1298887150 (DE-599)BVBBV048920950 |
| dewey-full | 658.155 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.155 |
| dewey-search | 658.155 |
| dewey-sort | 3658.155 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048920950 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:55:16Z |
| indexdate | 2024-07-10T09:49:54Z |
| institution | BVB |
| isbn | 9783030887971 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034185041 |
| oclc_num | 1298887150 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (185 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Future of Business and Finance Series |
| spelling | Hofmann, Annette Verfasser aut The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management Cham Springer International Publishing AG 2022 ©2022 1 Online-Ressource (185 Seiten) txt rdacontent c rdamedia cr rdacarrier Future of Business and Finance Series Description based on publisher supplied metadata and other sources Intro -- Preface -- Contents -- 1: Introduction -- Risk Management Versus Risk Leadership -- References -- 2: Risk and Risk Perception: Why We Are Not Rational in the Face of Risk -- Risk and Uncertainty -- Risk, Probabilities, and Rationality -- Psychological Aspects on Risk Perception -- Risk Metrics -- Risk Aversion -- Key Takeaways for Risk Leadership -- References -- 3: Expected Utility, Prospect Theory, and the Allais Paradox: Why Reference Points Are Important -- Bernoulli and Expected Utility Theory -- Why Expected Utility Does Not Work -- The Allais Paradox -- Prospect Theory -- Reference Points and Loss Aversion -- The Isolation Effect -- Framing -- The Safety Effect -- The Reflection Effect -- The Insulation Effect -- So How Do We Contextualize Risks in Practice? -- Key Takeaways for Risk Leadership -- References -- 4: Confirmation Bias and Anchoring Effect: Why the First Piece of Information is Key in Negotiations -- Confirmation Bias -- Anchoring Effect -- Anchoring and Being a Good Negotiator -- Key Takeaways for Risk Leadership -- References -- 5: Framing and the Ostrich Effect: Why Our Decisions Depend On How Information Is Presented -- Framing and the Ostrich Effect -- Framing and Loss Aversion -- Framing and Financial Literacy -- Distortions in Risk Perception -- Distortions in Risk Transfer -- Empirical Investigations into the Ostrich Effect -- Key Takeaways for Risk Leadership -- References -- 6: Emotions and Zero Risk Bias: Why We Make Bad Decisions and Overspend on Risk Avoidance -- Zero-Risk Bias -- When We Hate to Lose: Aversion to a Sure Loss -- Key Takeaways for Risk Leadership -- References -- 7: Endowment Effect and Status-Quo Bias: Why We Stick with Bad Decisions -- Risky Decisions and the Endowment Effect -- Endowment Effect and Loss Aversion -- Status Quo Bias -- Experimental Tests on Static Decisions Experiments on Sequential Decisions -- Explanation 1: Rational Decision-Making -- Explanation 2: Psychological Commitment -- Explanation 3: Cognitive Misperceptions -- Applications of the Endowment Effect to the Status Quo Bias -- Escalation of Commitment -- Key Takeaways for Risk Leadership -- References -- 8: Overconfidence and Self-Blindness: Why We Think We Are Better Than We Actually Are -- Managerial Overconfidence -- Overestimation -- Forecasts and the Planning Fallacy -- Illusion of Control -- Overplacement -- Overprecision -- Overconfidence and Gender -- The Confidence Gap -- Imposter Syndrome: Underconfidence in Women -- Men Promote Men: Narcissism or Old Boys'Club? -- Managerial Overconfidence, Corporate Risk Management, and Selective Self-Attribution -- Key Takeaways for Risk Leadership -- References -- 9: The Low-Probability Puzzle: Why We Insure Our Cellphone But Not Our Home -- Emotions Override Probability For LRHC Events -- The Catastrophe Insurance Market Puzzle -- Transaction Costs -- Inefficient Financial Markets -- Asymmetric Information -- Limited Liability -- Diversification in Time -- Regret Aversion -- Key Takeaways for Risk Leadership -- References -- 10: Fairness, Diversity, Groupthink, and Peer Effects: Why Other People Matter for Our Risky Decisions -- Fairness and Cooperation: Lessons from Game Theory -- Prisoner's Dilemma -- Dictator Game -- Ultimatum Game -- The Impact of Groupthink -- When Does the Phenomenon Occur? -- What Are the Symptoms of Groupthink? -- What Are Symptoms of Defective Decision-making in Groups? -- Debiasing Strategies to Limit Groupthink -- Diversity and Independent Directors -- Peer Effects, Stereotypes, and Company Culture -- Peer Effects -- Company Culture -- Stereotypes -- Key Takeaways for Risk Leadership -- References 11: Hindsight Bias: Why We Think We Are Good Predictors Even Though We Are Not -- Hindsight Bias -- Why Do People Exhibit Hindsight Bias? -- Consequences of Hindsight Bias in Practice -- Myopia -- Overconfidence -- Effect Size -- What Can We Do About Hindsight Bias? -- Consider-the-opposite -- Expertise -- Visualisation Techniques -- Key Takeaways for Risk Leadership -- References -- 12: The 10 Commandments and How We Can Develop Strategic Risk Leadership Competencies -- The 10 Commandments -- Insights from Behavioral Sciences on Our Decision-Making Processes -- Self-Leadership and Habits -- Confidence -- References -- Appendix 1: Probability Fundamentals -- The Axioms of Probability Theory -- Probability Interpretations -- Basic Rules and Definitions for Calculating Probabilities -- Theorem of Bayes -- The Monty Hall Problem -- The Paradox of the False Positives -- Appendix 2: Decision Theory Fundamentals -- What Is Decision Theory? -- The Basic Model -- Dominance Principles -- Statewise Dominance Principle -- (First-Order) Stochastic Dominance Principle -- Classical Principles of Decision Theory -- The Mean-Principle (μ-Principle) -- The Mean-Variance-Principle (μ-σ-Principle) -- Appendix 3: Risk Aversion and Expected Utility Fundamentals -- Expected Utility Theory and Risk Aversion -- Certainty Equivalent and Risk Premium -- The Arrow-Pratt Coefficients of Risk Aversion -- Appendix 4: Game Theory Fundamentals -- What is Game Theory? -- Basic Assumptions or "Rules" of a Game -- The Normal Form of a Game -- The Extensive Form of a Game -- A Famous Game: The Prisoner's Dilemma -- Equilibrium in Dominant Strategies -- Nash Equilibrium -- Multiple Nash Equilibria in Pure Strategies -- No Nash Equilibria in Pure Strategies -- Nash Equilibrium in Mixed Strategies -- Subgame Perfect Equilibrium -- References -- Index Risk management-Social aspects Leadership-Moral and ethical aspects Erscheint auch als Druck-Ausgabe Hofmann, Annette The Ten Commandments of Risk Leadership Cham : Springer International Publishing AG,c2022 9783030887964 |
| spellingShingle | Hofmann, Annette The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management Intro -- Preface -- Contents -- 1: Introduction -- Risk Management Versus Risk Leadership -- References -- 2: Risk and Risk Perception: Why We Are Not Rational in the Face of Risk -- Risk and Uncertainty -- Risk, Probabilities, and Rationality -- Psychological Aspects on Risk Perception -- Risk Metrics -- Risk Aversion -- Key Takeaways for Risk Leadership -- References -- 3: Expected Utility, Prospect Theory, and the Allais Paradox: Why Reference Points Are Important -- Bernoulli and Expected Utility Theory -- Why Expected Utility Does Not Work -- The Allais Paradox -- Prospect Theory -- Reference Points and Loss Aversion -- The Isolation Effect -- Framing -- The Safety Effect -- The Reflection Effect -- The Insulation Effect -- So How Do We Contextualize Risks in Practice? -- Key Takeaways for Risk Leadership -- References -- 4: Confirmation Bias and Anchoring Effect: Why the First Piece of Information is Key in Negotiations -- Confirmation Bias -- Anchoring Effect -- Anchoring and Being a Good Negotiator -- Key Takeaways for Risk Leadership -- References -- 5: Framing and the Ostrich Effect: Why Our Decisions Depend On How Information Is Presented -- Framing and the Ostrich Effect -- Framing and Loss Aversion -- Framing and Financial Literacy -- Distortions in Risk Perception -- Distortions in Risk Transfer -- Empirical Investigations into the Ostrich Effect -- Key Takeaways for Risk Leadership -- References -- 6: Emotions and Zero Risk Bias: Why We Make Bad Decisions and Overspend on Risk Avoidance -- Zero-Risk Bias -- When We Hate to Lose: Aversion to a Sure Loss -- Key Takeaways for Risk Leadership -- References -- 7: Endowment Effect and Status-Quo Bias: Why We Stick with Bad Decisions -- Risky Decisions and the Endowment Effect -- Endowment Effect and Loss Aversion -- Status Quo Bias -- Experimental Tests on Static Decisions Experiments on Sequential Decisions -- Explanation 1: Rational Decision-Making -- Explanation 2: Psychological Commitment -- Explanation 3: Cognitive Misperceptions -- Applications of the Endowment Effect to the Status Quo Bias -- Escalation of Commitment -- Key Takeaways for Risk Leadership -- References -- 8: Overconfidence and Self-Blindness: Why We Think We Are Better Than We Actually Are -- Managerial Overconfidence -- Overestimation -- Forecasts and the Planning Fallacy -- Illusion of Control -- Overplacement -- Overprecision -- Overconfidence and Gender -- The Confidence Gap -- Imposter Syndrome: Underconfidence in Women -- Men Promote Men: Narcissism or Old Boys'Club? -- Managerial Overconfidence, Corporate Risk Management, and Selective Self-Attribution -- Key Takeaways for Risk Leadership -- References -- 9: The Low-Probability Puzzle: Why We Insure Our Cellphone But Not Our Home -- Emotions Override Probability For LRHC Events -- The Catastrophe Insurance Market Puzzle -- Transaction Costs -- Inefficient Financial Markets -- Asymmetric Information -- Limited Liability -- Diversification in Time -- Regret Aversion -- Key Takeaways for Risk Leadership -- References -- 10: Fairness, Diversity, Groupthink, and Peer Effects: Why Other People Matter for Our Risky Decisions -- Fairness and Cooperation: Lessons from Game Theory -- Prisoner's Dilemma -- Dictator Game -- Ultimatum Game -- The Impact of Groupthink -- When Does the Phenomenon Occur? -- What Are the Symptoms of Groupthink? -- What Are Symptoms of Defective Decision-making in Groups? -- Debiasing Strategies to Limit Groupthink -- Diversity and Independent Directors -- Peer Effects, Stereotypes, and Company Culture -- Peer Effects -- Company Culture -- Stereotypes -- Key Takeaways for Risk Leadership -- References 11: Hindsight Bias: Why We Think We Are Good Predictors Even Though We Are Not -- Hindsight Bias -- Why Do People Exhibit Hindsight Bias? -- Consequences of Hindsight Bias in Practice -- Myopia -- Overconfidence -- Effect Size -- What Can We Do About Hindsight Bias? -- Consider-the-opposite -- Expertise -- Visualisation Techniques -- Key Takeaways for Risk Leadership -- References -- 12: The 10 Commandments and How We Can Develop Strategic Risk Leadership Competencies -- The 10 Commandments -- Insights from Behavioral Sciences on Our Decision-Making Processes -- Self-Leadership and Habits -- Confidence -- References -- Appendix 1: Probability Fundamentals -- The Axioms of Probability Theory -- Probability Interpretations -- Basic Rules and Definitions for Calculating Probabilities -- Theorem of Bayes -- The Monty Hall Problem -- The Paradox of the False Positives -- Appendix 2: Decision Theory Fundamentals -- What Is Decision Theory? -- The Basic Model -- Dominance Principles -- Statewise Dominance Principle -- (First-Order) Stochastic Dominance Principle -- Classical Principles of Decision Theory -- The Mean-Principle (μ-Principle) -- The Mean-Variance-Principle (μ-σ-Principle) -- Appendix 3: Risk Aversion and Expected Utility Fundamentals -- Expected Utility Theory and Risk Aversion -- Certainty Equivalent and Risk Premium -- The Arrow-Pratt Coefficients of Risk Aversion -- Appendix 4: Game Theory Fundamentals -- What is Game Theory? -- Basic Assumptions or "Rules" of a Game -- The Normal Form of a Game -- The Extensive Form of a Game -- A Famous Game: The Prisoner's Dilemma -- Equilibrium in Dominant Strategies -- Nash Equilibrium -- Multiple Nash Equilibria in Pure Strategies -- No Nash Equilibria in Pure Strategies -- Nash Equilibrium in Mixed Strategies -- Subgame Perfect Equilibrium -- References -- Index Risk management-Social aspects Leadership-Moral and ethical aspects |
| title | The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management |
| title_auth | The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management |
| title_exact_search | The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management |
| title_exact_search_txtP | The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management |
| title_full | The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management |
| title_fullStr | The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management |
| title_full_unstemmed | The Ten Commandments of Risk Leadership A Behavioral Guide on Strategic Risk Management |
| title_short | The Ten Commandments of Risk Leadership |
| title_sort | the ten commandments of risk leadership a behavioral guide on strategic risk management |
| title_sub | A Behavioral Guide on Strategic Risk Management |
| topic | Risk management-Social aspects Leadership-Moral and ethical aspects |
| topic_facet | Risk management-Social aspects Leadership-Moral and ethical aspects |
| work_keys_str_mv | AT hofmannannette thetencommandmentsofriskleadershipabehavioralguideonstrategicriskmanagement |