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Most models of political decision-making maintain that individual preferences remain relatively constant. Why, then, are there often sudden abrupt changes in public opinion on political issues? Or total reversals by politicians on specific issues? Bryan D. Jones answers these questions by innovatively connecting insights from cognitive science and rational choice theory to political life.

Individuals and political systems alike, Jones argues, tend to be attentive to only one issue at a time. Using numerous examples from elections, public opinion polls, congressional deliberations, and of bureaucratic decision-making, he shows how shifting attentiveness can and does alter choices and political outcomes—even when underlying preferences remain relatively fixed. An individual, for example, may initially decide to vote for a candidate because of her stand on spending but change his vote when he learns of her position on abortion, never really balancing the two options.

Reconstructing Architecture was first published in 1996. Minnesota Archive Editions uses digital technology to make long-unavailable books once again accessible, and are published unaltered from the original University of Minnesota Press editions.

To create architecture is an inherently political act, yet its nature as a social practice is often obscured beneath layers of wealth and privilege. The contributors to this volume question architecture's complicity with the status quo, moving beyond critique to outline the part architects are playing in building radical social movements and challenging dominant forms of power.

The making of architecture is instrumental in the construction of our identities, our differences, the world around us-much of what we know of institutions, the distribution of power, social relations, and cultural values is mediated by the built environment. Historically, architecture has constructed the environments that house the dominant culture. Yet, as the essays in Reconstructing Architecture demonstrate, there exists a strong tradition of critical practice in the field, one that attempts to alter existing social power relations. Engaging the gap between modernism and postmodernism, each chapter addresses an oppositional discourse that has developed within the field and then reconstructs it in terms of a new social project: feminism, social theory, environmentalism, cultural studies, race and ethnic studies, and critical theory.

The activists and scholars writing here provide a clarion call to architects and other producers of culture, challenging them to renegotiate their political allegiances and to help reconstruct a viable democratic life in the face of inexorable forces driving economic growth, destroying global ecology, homogenizing culture, and privatizing the public realm. Reconstructing Architecture reformulates the role of architecture in society as well as its capacity to further a progressive social transformation.

Contributors: Sherry Ahrentzen, U of Wisconsin, Milwaukee; Bradford C. Grant, California Polytechnic State U, San Luis Obispo; Richard Ingersoll, Rice U; Margaret Soltan, George Washington U; Anthony Ward, U of Auckland, New Zealand.

Thomas A. Dutton is an architect and professor of architecture at Miami University, Ohio. He is editor of Voices in Architectural Education (1991) and is associate editor of the Journal of Architectural Education.

Lian Hurst Mann is an architect and editor of Architecture California. A founding member of the Labor/Community Strategy Center in Los Angeles, she is editor of its bilingual quarterly Ahora Now and a coauthor of Reconstructing Los Angeles from the Bottom Up (1993).

Drawing on detailed data from their sixteen-year study of red-winged blackbirds in the marshes of Washington's Columbia National Wildlife Refuge, Beletsky and Orians analyze the information redwings use to make breeding-season decisions and the consequences these decisions have for lifetime reproductive success. Because male and female redwings make different, and often independent, decisions—males focus on territory acquisition and maintenance, while females must choose when and where to nest and how much energy to invest in reproduction—the authors have taken the novel approach of studying the sexes separately.

Using analyses of observational data combined with field experiments and game-theoretical models, the authors provide new insights into the complex patterns of reproductive decision-making and breeding behavior in redwings. This book will be of interest to all who study social animals, including behavioral ecologists, evolutionary biologists, and ornithologists.

Against a backdrop of real clinical situations, Benjamin H. Levi examines the dynamics that shape relations between patient and health care provider, addressing fundamental questions about how medical decisions should be reached and compelling the reader to think about health care issues and decisions in terms of the values and goals they promote.
 
Presenting bioethics as a practical, educational activity rather than an abstract intellectual exercise, this important volume shows how dialogue between patients and health care providers can clarify both medical and ethical issues, promoting patient autonomy and advancing health care.
 

Classical economic theory assumes that people in risk situations follow a course of action based on a rational, consistent assessment of likely outcomes. But as Zur Shapira demonstrates in Risk Taking, corporate managers consistently stray from the prescribed path into far more subjective territory. Risk Taking offers a critical assessment of the relationship between theory and action in managerial decision making. Shapira offers a definitive account of the classical conception of risky decision making, which derives behavioral prescriptions from a calculation of both the value and the likelihood of possible outcomes. He then demonstrates how theories in this vein have been historically at odds with empirical observations. Risk Taking reports the results of an extensive survey of seven hundred managers that probed their attitudes and beliefs about risk and examined how they had actually made decisions in the face of uncertainty. The picture that emerges is of a dynamic, flexible process in which each manager's personal expertise and perceptions play profound roles. Managerial strategies are continually modified to suit changing circumstances. Rather than formulating probability estimates, executives create potential scenarios based not only on the possible outcomes but also on the many arbitrary factors inherent in their own situations. As Shapira notes, risk taking propensities vary among managers, and the need to maintain control and avoid particularly dangerous results exercises a powerful influence. Shapira also examines the impact of organizational structure, long-term management objectives, and incentives on decision making. With perceptive observations of the cognitive, emotional, and organizational dimensions of corporate decision making, Risk Taking propels the study of managerial risk behavior into new directions. This volume signals the way toward improving managerial decision making by revealing the need for more inclusive choice models that augment classical theory with vital behavioral observations.