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The Hassled Decision Maker: The Effects of Perceived Time Pressure on Information Processing in Decision Making
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Leon Mann and Charlotte Tan
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Abstract
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Managers are often required to make complex decisions under severe time constraints. We predicted that the perception of time pressure, even when there is sufficient time to make a decision, may impair decision making activity. A pilot study and two experiments were conducted on a sample of 162 university students, who were assigned to a time-pressure condition or a no time-pressure condition. In support of the prediction, time-pressured students generated fewer objectives and alternatives and considered fewer consequences. The "hassled decision maker" effect may be due to: the disruptive effects of psychological stress; the need for rapid cognitive closure; the interruptions due to continual monitoring of time and deadlines; and, resentment at the demand to work quickly. Implications of the findings for management practice are discussed.
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Keywords
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DECISION MAKING; INFORMATION PROCESSING; TIME PRESSURE.
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Contact Details
Leon Mann
Graduate School of Management
University of Melbourne
200 Leicester Street
Carlton VIC 3053
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This paper is based on an unpublished Master's thesis by Charlotte Tan, supervised by Leon Mann. Support provided by the Australian Research Council is gratefully acknowledged.
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