Chapter 2: INSTITUTIONAL CHANGE AND EXPERT THINKING.
In: Institutions in Environmental Management, 1998-11-05, S. 15-29
Buch
Zugriff:
This chapter focuses on institutional change and expert thinking. The conception of society as a game and institutions as the rules that constrain the actions of individuals and organizations in the game immediately raises issues of cognitive processes and mental models. After all, it is in the minds of individual decision makers that institutional rules have their most intimate influence on the actions individuals take in the society. Individuals understand institutional constraints by constructing mental models of the way the world around them works, and make decisions on the basis of these models. To a neoclassical economist player preferences and market forces determine the outcome of the social game. The neoclassical model, however, assumes transparent information and honestly revealed preferences. Historical evidence frequently suggests otherwise. The case studies in this book show cognitive dissonance to be a central element in the feedback between expert thinking and institutions. The interviewees would like to act upon what they believe to be the principles of sustainability, but feel institutionally compelled to decide on the basis of short-term economic priorities.
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Chapter 2: INSTITUTIONAL CHANGE AND EXPERT THINKING.
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Zeitschrift: | Institutions in Environmental Management, 1998-11-05, S. 15-29 |
Quelle: | Institutions in Environmental Management; (1998-11-05) S. 15-29 |
Veröffentlichung: | 1998 |
Medientyp: | Buch |
ISBN: | 978-0-415-16413-9 (print) |
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