Research On Situation Dependence Of Self-Other Ambiguity Decision-Making Preferences And Their Differences

Ambiguity decision-making is a choice made by a decision maker based on personal subjective judgment in an environment where the probability of different outcomes is unknown.In general,individuals in a situation where risk options and ambiguity options coexist will tend to avoid ambiguity,but this tendency is not static and will change under the influence of other factors,of which context is a crucial influencing factor.In addition,In management practice,in the society with developed interaction and knowledge-based economy,people often make decisions for others or ask others for suggestions while making decisions for themselves.Therefore,this study will consider both the preference of making ambiguity decisions for yourself and the ambiguity decisions for others.And,based on common situations in daily management decisions,under the guidance of behavioral decision-making theory and situation theory,I selects four contextual factors,including the degree of ambiguity,rewards and punishments,false and real rewards,and social norms,from the perspective of key decision-making context factors such as the possibility of the occurrence of events in the ambiguity decision-making process,the ultimate monetary return and the surrounding social environment.And then I study the dependence of the ambiguity preference for decision-making for oneself,for others,and the difference between self-other ambiguity decision-making preferences on the above situations,in order to guide management decisions in real life.Based on the research problem,referring to the classic experiment of Elsberg ball,two decision-making tasks,box selection task and bet task,are designed.Through four single-factor experiments,the experiment found that:(1)When making ambiguity decisions for yourself and others,the ambiguity avoidance of the decision-maker will decrease as the degree of ambiguity decreases.In the box selection task,the difference in self-other ambiguity decision preferences does not vary depending on the degree of ambiguity;but in the staking task,there are differences in self-other ambiguity decision preferences at two high ambiguities and three low ambiguities(2)When making ambiguity decisions for themselves and for others,decision makers are more inclined to avoid circumvention in real reward situations than in virtual reward situations.The difference of self-other ambiguity decision preference differs according to the virtual reward situation.In the virtual reward situation,the difference of self-other ambiguity decision preference does not exist.In the real reward situation,the difference of self-other ambiguity decision preference exists.Decision-making for others is more evasive.(3)When making ambiguity decisions for yourself and others,the decision-makers are more inclined to avoid evasion in the benefit situation than in the loss situation.The difference in self-other's ambiguity decision preferences differs depending on the gain and loss situation.It is more circumventive to make self-decisions than to others in the context of gains,but it is more circumventive to make decisions for others in the context of losses than to make decisions for yourself.(4)When making ambiguity decisions for yourself and for others,decision makers are more inclined to avoid ambiguity in the context of social norms with a tendency to obfuscate than in situations without social norms.The difference in self-other ambiguity decision-making preferences varies with different social norms.In the absence of social norms,the difference in self-other ambiguity decision-making preferences exists.Decision-making for oneself is more evasive than for others.In the context of social norms,There is no difference in the self-others ambiguity decision preferences.Finally,the researchers discussed each research conclusion and made suggestions for evaluating and optimizing decision in management practice from the perspective of degree of ambiguity,type of reward,and social norms.