Hedging Your Bets and Assessing the Outcome

2007 ◽  
Vol 44 (3) ◽  
pp. 516-524 ◽  
Author(s):  
Susan Jung Grant ◽  
Ying Xie

Hedging offsets the risk of an existing stake by counterbalancing it with a new stake—for example, complementing a bet on the race favorite with another bet on a promising upstart. In three experiments, the authors find that rather than assessing the hedge as a whole, people tend to react to the hedging outcome by focusing on either the original stake or the new one. The authors show that the hedger's focus is linked to a psychological motivation of whether to pursue safety and security by minimizing losses, known as a “prevention orientation,” or to pursue growth and advancement by maximizing gains, known as a “promotion orientation.” When the context is gambling, prevention-oriented people fixate on what happens to the status quo stake, whereas promotion-oriented people attend to the new stake (Experiment 1). The same conclusion emerges from a stock-investing context (Experiments 2a and 2b). Moreover, because selective attention to status quo and change is the mechanism at work, the authors find that a choice between options characterized as maintaining the status quo elicits greater discrimination among prevention-oriented than promotion-oriented people; similarly, a choice between options characterized as initiating change elicits greater discrimination among promotion-oriented than prevention-oriented people (Experiment 3). These effects drive behavioral intentions.

Author(s):  
Keren Yarhi-Milo

This chapter outlines the theoretical foundations of the selective attention thesis and three competing ones: the capabilities, strategic military doctrine, and behavior theses. It divides perceived political intentions into five ideal-type categories based on the degree to which the enemy is believed to have the determination required to revise the status quo and the extent of its revisionist intentions: unlimited expansionist, limited expansionist, unlimited opportunistic, limited opportunistic, and status quo powers. The chapter proceeds by offering a set of hypotheses as to how civilian decision makers and intelligence organizations conduct intentions assessment. In particular, it considers the vividness hypothesis, the subjective credibility hypothesis, the organizational expertise hypothesis, and the offense–defense theory. It also explains the methodology used in the three case studies.


2005 ◽  
Author(s):  
Amber L. Garcia ◽  
Michael T. Schmitt ◽  
Naomi Ellemers ◽  
Nyla R. Branscombe
Keyword(s):  

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