Psychology and law department management

Having pulled together the posts on economics (See my post of March 26, 2006.) and sociology (See my post of July 19, 2006.), I would be crazy to shrink from compiling posts that draw from psychology’s concepts. To couch it differently, how do you feel about that?

Decision-making (See, for example, my post of Jan. 17, 2006 on large and small decisions; March 23, 2006 on the sunk cost fallacy; March 18, 2005 on intuition; Sept. 4, 2005; and Jan. 16, 2006 (risk aversion.).

Emotional intelligence (See my post of July 31, 2005 on its predictive powers, July 14, 2005 on another set of definitions; Dec. 21, 2005 on Ei diminishing with rank; and Feb. 6, 2006 with links.).

Intelligence (See my post of Nov. 13, 2005 on this and other intelligences; and Jan. 1, 2006 on executive intelligence.)

Passive-aggressive (See my post of Jan. 17, 2006.).

Pattern recognition (See my post of June 6, 2006 on scatter-plots; and Dec. 16, 2005 on ethnographers’ patterns in behavior.).

Psychometric tests (See my posts of Oct. 21, 2005 and April 27, 2006 on these instruments.).

Rationality (See my posts of March 18, 2005 and Sept. 10, 2005.).

Risk-aversion (See my posts of April 12, 2006; and Jan. 16, 2006 and the principal-agent problem.).

Satisfaction (aka ”utility) (See my post of June 12, 2005 on stress levels; and May 1, 2005 on employee satisfaction.).

Some concepts straddle sociology and psychology, such as managerial styles (See my post of Jan. 20, 2006 on cognitive style differences; and July 18, 2006 on gender/style differences.)

Other concepts from psychology that crop up in law departments include incentives, variable reinforcement, motivation, and stimulus/response (See my post of Feb. 15, 2006 on what I term cognitive lawyering.)

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