Intro
Contents
Part I Introduction
1 General Introduction
2 (Rational) Individual Decision Making: Main Ideas
References
3 (Rational) Group Decision Making: General Formulas and a New Simplified Derivation of These Formulas
3.1 (Rational) Group Decision Making: General Formulas
3.2 A New (Simplified) Explanation of Nash's Bargaining Solution
3.3 Taking Empathy into Account
References
4 How We Can Control Group Decision Making by Modifying the Proposed Options
4.1 Formulation of the Problem
4.2 Main Idea and the Resulting Explanation

4.3 Proof of the Main Result
References
Part II How People Actually Make Decisions
5 The Fact That We Can Only Have Approximate Estimates Explains Why Buying and Selling Prices are Different
5.1 People's Actual Decisions Often Differ from What Decision Theory Recommends
5.2 Buying and Selling Prices are Different: A Phenomenon and Its Current Quantitative Explanations
5.3 A New (Hopefully, More Adequate) Quantitative Explanation
References
6 The ``No Trade Theorem'' Paradox
6.1 ``No Trade Theorem'' and Why It is a Paradox

6.2 Analysis of the Problem and the Resulting Explanation of the ``No Trade Theorem'' Paradox
6.3 Auxiliary Result: Decision Theory Explains Why Depressed People are More Risk-Averse
References
7 People Make Decisions Based on Clusters Containing Actual Values
7.1 Formulation of the Problem
7.2 A Possible Geometric Explanation
7.3 Auxiliary Observation: How all This is Related to Our Understanding of Directions
References
8 When Revolutions Succeed
8.1 Formulation of the Problem
8.2 80/20 Rule: Reminder
8.3 How These Two Laws Explain the 3.5% Rule
References

9 How People Combine Utility Values
9.1 Common Sense Addition
9.2 Towards Precise Formulation of the Problem
9.3 Hurwicz Optimism-Pessimism Criterion: Reminder
9.4 Analysis of the Problem and the Resulting Explanation of Common Sense Addition
References
10 Biased Perception of Time
10.1 Formulation of the Problem
10.2 How Decision Theory Can Explain the Telescoping Effect
References
11 Biased Perception of Future Time Leads to Non-Optimal Decisions
References
12 People Have Biased Perception of Other People's Utility
References

13 People Select Approximately Optimal Alternatives
13.1 People Use Softmax Instead of Optimization
13.2 Problem: Need to Generalize Softmax to the Case of Interval Uncertainty
13.3 How to Generalize: The Proposed Solution
References
14 People Make Decisions Using Heuristics. I
14.1 Formulation of the Problem
14.2 Case When We Only Know the Expected Rates of Return ...
14.3 Case When We Only Know the Intervals Containing the Actual ...
References
15 People Make Decisions Using Heuristics. II
15.1 Formulation of the Problem