Work-family facilitation: A theoretical explanation and model of primary antecedents and consequences

Risk surrounds and envelopes us. Without understanding it, we risk everything and without capitalising on it, we gain nothing. This accessible book from Glynis M. Breakwell, first published in 2007, comprehensively explores the psychology of risk, examining how individuals think, feel and act, as well as considering the institutional and societal assessments, rhetorics and reactions about risk. Featuring chapters on all the major issues in the psychology of risk including risk assessment, hazard perception, decision-making, risk and crisis management, risk and emotion, risk communication, safety cultures, the social amplification and social representation of risk and mechanisms for changing risk responses, Breakwell uses illustrations and examples to bring to life the significance of her research findings. She provides an innovative overview of current knowledge on the subject but also suggests that there are many fascinating questions still to be answered.

/pdf/the-psychology-of-risk-3ua1pxol46.pdf

The Psychology of Risk

Stress and decision making: a few minutes make all the difference.

Current healthcare systems have extended the evidence-based medicine (EBM) approach to health policy and delivery decisions, such as access-to-care, healthcare funding and health program continuance, through attempts to integrate valid and reliable evidence into the decision making process. These policy decisions have major impacts on society and have high personal and financial costs associated with those decisions. Decision models such as these function under a shared assumption of rational choice and utility maximization in the decision-making process. We contend that health policy decision makers are generally unable to attain the basic goals of evidence-based decision making (EBDM) and evidence-based policy making (EBPM) because humans make decisions with their naturally limited, faulty, and biased decision-making processes. A cognitive information processing framework is presented to support this argument, and subtle cognitive processing mechanisms are introduced to support the focal thesis: health policy makers' decisions are influenced by the subjective manner in which they individually process decision-relevant information rather than on the objective merits of the evidence alone. As such, subsequent health policy decisions do not necessarily achieve the goals of evidence-based policy making, such as maximizing health outcomes for society based on valid and reliable research evidence. In this era of increasing adoption of evidence-based healthcare models, the rational choice, utility maximizing assumptions in EBDM and EBPM, must be critically evaluated to ensure effective and high-quality health policy decisions. The cognitive information processing framework presented here will aid health policy decision makers by identifying how their decisions might be subtly influenced by non-rational factors. In this paper, we identify some of the biases and potential intervention points and provide some initial suggestions about how the EBDM/EBPM process can be improved.

/pdf/rationality-versus-reality-the-challenges-of-evidence-based-o8p78n3diu.pdf

Rationality versus reality: the challenges of evidence-based decision making for health policy makers

The purpose of our study was to more fully investigate a combination of personal resources, namely positive affect (PA) and conscientiousness, on emotional exhaustion, depersonalization, and job tension. We examined a sample of nurses employed by a metropolitan hospital and found that the combination of high positive affect and high levels of conscientiousness was associated with lower levels of all strain variables. Our findings suggested that conscientiousness strengthened the negative relationship between PA and job strain. Our results were consistent with the view that some dispositions can act as resources protecting individuals from experienced stress. Implications of these results, strengths and limitations, and directions for future research are discussed.

The interactive effects of positive affect and conscientiousness on strain.

The effects of affect, as measured by the dispositional traits of positive affectivity (PA) and negative affectivity (NA), on risk perceptions and risk intentions were tested among 149 managers from a variety of industries and companies. A risk‐assessment instrument consisting of systematically varied business scenarios was used to measure managerial perceptions of the risk dimensions of uncertainty, gains/losses, framing and personal involvement. Findings suggest that positive affect (high PA) managers viewed risk‐related uncertainty and personal involvement more optimistically, but were not more willing to seek risk. Negative affect (high NA) decision makers perceived risk‐related gains more negatively and were also significantly more likely to avoid risk.

Affective influences on risk perceptions and risk intention

This study has been undertaken as an attempt to address two questions surrounding managerial risk. From a manager's perspective, what factors make a given situation risky, and what factors actually determine whether managers will seek risk? Managerial risk perceptions and risk intentions were tested among 149 junior- to senior-level managers from a variety of industries. A risk-assessment instrument (Williams & Wong, 1999) consisting of systematically varied business scenarios was used to measure the managerial risk assessments of outcome uncertainty, possible gains/losses, personal consequences, and situational framing. Managerial risk willingness and control beliefs were measured as well. Multivariate analyses revealed that managers perceived greater risk when they believed there were higher amounts of outcome uncertainty, greater potential losses, more personal consequences, situations were framed negatively, and when risk willingness decreased. However, perceived riskiness did not influence risk intentions. Managerial likelihood to seek risk was only determined by assessments of the magnitude of likely potential gains and when situations were positively framed (e.g., favorable conditions).

Determinants of managerial risk perceptions and intentions

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Affective influences on risk perceptions and risk intention

Determinants of managerial risk perceptions and intentions