Dissociated neural processing for decisions in managers and non-managers.

Functional neuroimaging studies of decision-making so far mainly focused on decisions under uncertainty or negotiation with other persons. Dual process theory assumes that, in such situations, decision making relies on either a rapid intuitive, automated or a slower rational processing system. Howev...

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Autores principales:	Svenja Caspers, Stefan Heim, Marc G Lucas, Egon Stephan, Lorenz Fischer, Katrin Amunts, Karl Zilles
Formato:	article
Lenguaje:	EN
Publicado:	Public Library of Science (PLoS) 2012
Materias:	Medicine R Science Q
Acceso en línea:	https://doaj.org/article/c9a7ccb864a44f68a8bbcd7e61681b7a
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spelling	oai:doaj.org-article:c9a7ccb864a44f68a8bbcd7e61681b7a2021-11-18T07:08:00ZDissociated neural processing for decisions in managers and non-managers.1932-620310.1371/journal.pone.0043537https://doaj.org/article/c9a7ccb864a44f68a8bbcd7e61681b7a2012-01-01T00:00:00Zhttps://www.ncbi.nlm.nih.gov/pmc/articles/pmid/22927984/?tool=EBIhttps://doaj.org/toc/1932-6203Functional neuroimaging studies of decision-making so far mainly focused on decisions under uncertainty or negotiation with other persons. Dual process theory assumes that, in such situations, decision making relies on either a rapid intuitive, automated or a slower rational processing system. However, it still remains elusive how personality factors or professional requirements might modulate the decision process and the underlying neural mechanisms. Since decision making is a key task of managers, we hypothesized that managers, facing higher pressure for frequent and rapid decisions than non-managers, prefer the heuristic, automated decision strategy in contrast to non-managers. Such different strategies may, in turn, rely on different neural systems. We tested managers and non-managers in a functional magnetic resonance imaging study using a forced-choice paradigm on word-pairs. Managers showed subcortical activation in the head of the caudate nucleus, and reduced hemodynamic response within the cortex. In contrast, non-managers revealed the opposite pattern. With the head of the caudate nucleus being an initiating component for process automation, these results supported the initial hypothesis, hinting at automation during decisions in managers. More generally, the findings reveal how different professional requirements might modulate cognitive decision processing.Svenja CaspersStefan HeimMarc G LucasEgon StephanLorenz FischerKatrin AmuntsKarl ZillesKarl ZillesPublic Library of Science (PLoS)articleMedicineRScienceQENPLoS ONE, Vol 7, Iss 8, p e43537 (2012)
institution	DOAJ
collection	DOAJ
language	EN
topic	Medicine R Science Q
spellingShingle	Medicine R Science Q Svenja Caspers Stefan Heim Marc G Lucas Egon Stephan Lorenz Fischer Katrin Amunts Karl Zilles Karl Zilles Dissociated neural processing for decisions in managers and non-managers.
description	Functional neuroimaging studies of decision-making so far mainly focused on decisions under uncertainty or negotiation with other persons. Dual process theory assumes that, in such situations, decision making relies on either a rapid intuitive, automated or a slower rational processing system. However, it still remains elusive how personality factors or professional requirements might modulate the decision process and the underlying neural mechanisms. Since decision making is a key task of managers, we hypothesized that managers, facing higher pressure for frequent and rapid decisions than non-managers, prefer the heuristic, automated decision strategy in contrast to non-managers. Such different strategies may, in turn, rely on different neural systems. We tested managers and non-managers in a functional magnetic resonance imaging study using a forced-choice paradigm on word-pairs. Managers showed subcortical activation in the head of the caudate nucleus, and reduced hemodynamic response within the cortex. In contrast, non-managers revealed the opposite pattern. With the head of the caudate nucleus being an initiating component for process automation, these results supported the initial hypothesis, hinting at automation during decisions in managers. More generally, the findings reveal how different professional requirements might modulate cognitive decision processing.
format	article
author	Svenja Caspers Stefan Heim Marc G Lucas Egon Stephan Lorenz Fischer Katrin Amunts Karl Zilles Karl Zilles
author_facet	Svenja Caspers Stefan Heim Marc G Lucas Egon Stephan Lorenz Fischer Katrin Amunts Karl Zilles Karl Zilles
author_sort	Svenja Caspers
title	Dissociated neural processing for decisions in managers and non-managers.
title_short	Dissociated neural processing for decisions in managers and non-managers.
title_full	Dissociated neural processing for decisions in managers and non-managers.
title_fullStr	Dissociated neural processing for decisions in managers and non-managers.
title_full_unstemmed	Dissociated neural processing for decisions in managers and non-managers.
title_sort	dissociated neural processing for decisions in managers and non-managers.
publisher	Public Library of Science (PLoS)
publishDate	2012
url	https://doaj.org/article/c9a7ccb864a44f68a8bbcd7e61681b7a
work_keys_str_mv	AT svenjacaspers dissociatedneuralprocessingfordecisionsinmanagersandnonmanagers AT stefanheim dissociatedneuralprocessingfordecisionsinmanagersandnonmanagers AT marcglucas dissociatedneuralprocessingfordecisionsinmanagersandnonmanagers AT egonstephan dissociatedneuralprocessingfordecisionsinmanagersandnonmanagers AT lorenzfischer dissociatedneuralprocessingfordecisionsinmanagersandnonmanagers AT katrinamunts dissociatedneuralprocessingfordecisionsinmanagersandnonmanagers AT karlzilles dissociatedneuralprocessingfordecisionsinmanagersandnonmanagers AT karlzilles dissociatedneuralprocessingfordecisionsinmanagersandnonmanagers
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Dissociated neural processing for decisions in managers and non-managers.

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