New technology and the urban environment

Technology has always had an influence on the form of settlements, but only since the coming of Information Technology has it aroused much interest from academics and planners. The impact that IT is likely to have on urban areas is debated, some foreseeing decentralisation and the end of place, while others see evidence of the centralisation of control in a global economy. Other new technologies may also affect cities as new materials provide the opportunity for different styles of building. As we enter the 21st century, however, we do so with the largest stock of urban capital ever, much of which is ageing and in need of maintenance. Technology is part of a complex interrelationship of influences on urban areas and much of it will have to be retrofitted on to the pre-existing environment.     

The hidden traps in decision making

Bad decisions can often be traced back to the way the decisions were made--the alternatives were not clearly defined, the right information was not collected, the costs and benefits were not accurately weighted. But sometimes the fault lies not in the decision-making process but rather in the mind of the decision maker. The way the human brain works can sabotage the choices we make. John Hammond, Ralph Keeney, and Howard Raiffa examine eight psychological traps that are particularly likely to affect the way we make business decisions: The anchoring trap leads us to give disproportionate weight to the first information we receive. The statusquo trap biases us toward maintaining the current situation--even when better alternatives exist. The sunk-cost trap inclines us to perpetuate the mistakes of the past. The confirming-evidence trap leads us to seek out information supporting an existing predilection and to discount opposing information. The framing trap occurs when we misstate a problem, undermining the entire decision-making process. The overconfidence trap makes us overestimate the accuracy of our forecasts. The prudence trap leads us to be overcautious when we make estimates about uncertain events. And the recallability trap leads us to give undue weight to recent, dramatic events. The best way to avoid all the traps is awareness--forewarned is forearmed. But executives can also take other simple steps to protect themselves and their organizations from the various kinds of mental lapses. The authors show how to take action to ensure that important business decisions are sound and reliable.