"Politics and the Architecture of Choice" draws on work in
political science, economics, cognitive science, and psychology to
offer an innovative theory of how people and organizations adapt to
change and why these adaptations don't always work. Our
decision-making capabilities, Jones argues, are both rational and
adaptive. But because our rationality is bounded and our
adaptability limited, our actions are not based simply on objective
information from our environments. Instead, we overemphasize some
factors and neglect others, and our inherited limitations--such as
short-term memory capacity--all act to affect our judgment.
Jones shows how we compensate for and replicate these limitations
in groups by linking the behavioral foundations of human nature to
the operation of large-scale organizations in modern society.
Situating his argument within the current debate over the rational
choice model of human behavior, Jones argues that we should begin
with rationality as a standard and then study the uniquely human
ways in which we deviate from it.
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