Sentence examples for patterns of decision from inspiring English sources

Wherever he looked - in networks of interacting genes, in vats of chemicals or in the patterns of decision that tie producers to consumers in the marketplace - he saw "order for free".

We investigate the accuracy of voting in a human computation setting and how statistical models can be used to discover patterns of decision making across a population of individuals.

Finally, this sentence and the previous one might be combined in standard patterns of decision theory to cause his body to move in such a way that he winds up dragging the lawn mower from the garage.

Content analysis showed that eye movements and learning were studied under the following seven themes: patterns of information processing, effects of instructional design, reexamination of existing theories, individual differences, effects of learning strategies, patterns of decision making, and conceptual development.

We fall into patterns of decision making.

"Chimpanzees are more willing than bonobos to accept 'costs' to obtain food -- including in situations involving delays, travel time, effort, or risk -- thus promoting adaptive patterns of decision making in these species," the authors wrote.

John von Neumann, who developed game theory, referred to these interactive patterns of decision-making as the sphere of combat and competition.

Because subjective value estimates are obtained by fitting a model to the data and reflect the animals' actual patterns of decisions, the overall difference in performance levels is no longer apparent between the TUS and sham conditions.

It would be foolish to assume that such patterns of decision-making only affect consumers and not others—say, people in procurement divisions.

The Substituted Judgment standard seems well-suited to the circumstances of the formerly competent patients since, in their case, there are past values or patterns of decision-making that could potentially serve as a basis for the reconstructed decision on the patient's behalf.

Their conclusion was that strategy was emergent, forming patterns of decisions and actions distributed across multiple organizational levels, and only partially shaped by managerial intentions and that strategy making in small firms was an informal process resulting in a pattern of decisions by top management.