Armstrong (1975) The Use of the Decomposition Principle in Making Judgments

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The Use of the Decomposition Principle in Making Judgments

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CONTRIBUTORS:

Author:

Armstrong, J. Scott (The Wharton School of the University of Pennsylvania)

JOURNAL:

Organizational behavior and human performance, 14(??), 257 - 263.

YEAR:

1975

PUB TYPE:

Journal Article

SUBJECT(S):

None

DISCIPLINE:

No discipline assigned

HTTP:

http://marketing.wharton.upenn.edu/ideas/pdf/armstrong2/DecompositionPrinciple.pdf

LANGUAGE:

None

PUB ID:

103-428-761 (Last edited on 2006/07/25 15:19:38 GMT-6)

SPONSOR(S):

ABSTRACT:
One hundred and fifty-one subjects were randomly divided into two groups of roughly equal size. One group was asked to respond to a decomposed version of a problem and the other group was presented with the direct form of the problem. The results provided support for the hypotheses that people can make better judgments when they use the principle of decomposition; and that decomposition is especially valuable for those problems where the subject knows little. The results suggest that accuracy may be improved if the subject provides the data and the computer analyzes it, than if both steps were done implicitly by the subjects.

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