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The image theory states that management must observe critically the status quo and project development in accordance with the company objectives. Differences between the images bring about dissatisfaction with the status quo which in turn, brings about change. If employees' ideals are incompatible with management's ideals, employees are also dissatisfied with the status quo and may want to change this status quo.

Two experiments were conducted to determine the effects of time constraints on decision-making. In the first experiment, subjects asked to screen and select job options under time constraints exhibited inconsistent rejection patterns. In the second experiment, fewer inconsistent rejection patterns were observed in subjects despite the time constraints when they were informed about the importance of their job choices.

Two experiments were conducted in connection with compatibility tests involving image theory. Subjects in Experiment 1 were made to screen choices created to discriminate between differential and unit weighting of violations. In Experiment 2, subjects ranked the desirability of the choices utilized in Experiment 1. Results of Experiment 1 show that differential weighting is the most proper form for screening decisions, while results of Experiment 2 show that the locus of the probability information used is a characteristic of the options rather than rejection threshold.

The weighting approaches used in value elicitation are studied. Students were asked to evaluate hypothetical apartments described in terms of nine attributes. The weight generating methods used include 7-point scales, value hierarchy, swing weights, rank order centroid and rank sum weights. Results show that value elicitation models based on swing weights and rank order centroid provide more accurate predictions.

Decision makers' use of imperfect information in screening of decision options was examined in three experiments. Results show that rejection of options was a function of both the number of violations and the amount of missing information. Also, rejection over and above the effects of violations was a result of the general scarcity of information about options. Lastly, probability information that is used multiplicatively in choice is used additively in screening.

Hospitals need to improve the quality of their health care services if they are to survive the current competitive environment. A Quality Improvement Strategy that rests upon physician feedback and comparisons with competitors' services is proposed. Of the two benchmarks, physician satisfaction is more important, since doctors' preferences largely determine the choice of hospital for patients' admissions. The proposed strategy describes how to gather information on hospitals' competitive advantages and physician feedback, as well as how to use this information to improve service quality.

A study was conducted to determine the course of actions of decision makers when their acceptable options turn out to be unavailable. Results revealed that decision makers tend to conduct another search rather than use the rejected options from the previous screening. Only when no new options are available do they consider the rejected options. In this situation, decision makers lower their criterion to accomodate the rejected options.

Researchers surveyed three separate groups: physicians, legislators and citizen consumers, about who should make treatment decisions concerning seriously ill patients. There were significant differences of opinion between the citizens and physicians, but there was little difference between these two groups and legislators. Physicians were shown to be willing to make their decisions in a wide social context, and legislators were found to consider the individual patient. Citizens were able to balance individual needs with societal needs. Thus, the three groups were more in agreement than dissent., Summary This study addresses the dilemma of physicians to act both as an agent of their patients and as an agent of society. We contrasted the perceptions of physicians, citizens [...]

The tactics used by leaders to implement change and the resistance tactics of subordinates were examined by conducting two studies. In the first study, data were collected through interviews with 24 Army officers. The results indicated that the Army leaders' tactics were similar to those of civilian leaders, and Army subordinates' tactics were similar, but more restricted, than those of civilian subordinates. In the second study, data were collected by questionnaires administered to 52 Army officers, 32 Reserve Officer Training Corps cadets, and 46 noncommissioned officers. The results indicated that the Army leaders' evaluations of implementation tactics varied as a function of leadership experience and the degree of subordinates' resistance to change, and the Army subordinates' evaluations of tactics varied as a function of their acceptance of or resistance to change.

An alternative to the expected utility, and heuristics and biases models of decision making called image theory is described. Image theory incorporates decisions about adoption of goals, plans to achieve the given goals, and methods for reviewing the ongoing success of plans.