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Abstract This study tests the hypothesis that individual differences in trait maximization as well as in core personal values impact decision-making in dynamic and high-risk situations. 420 student-candidates at a Spanish police College (64.8 % male; 18 to 25 years) completed an online questionnaire that included maximization measures and core personal values. They then responded to three written vignettes that required dichotomous decisions (act vs. wait) under conditions of uncertainty. Multilevel modelling revealed that higher scores in maximization predicted a greater tendency to choose the action option later, but no differences were found in difficulty or perceived confidence. The tendency to wait was significantly higher among those who had wait-favouring core values; likewise, it was lower among those who had action-favouring core values. This study confirms the role of the trait maximization in the timeliness of decision-making, and illustrates the relationship between certain identified values, and decision making. 

Individuals in positions of power are often required to make high-stakes decisions. The approach-inhibition theory of social power holds that elevated power activates approach-related tendencies, leading to decisiveness and action orientation. However, naturalistic decision-making research has often reported that increased power often has the opposite effect and causes more avoidant decision-making. To investigate the potential activation of avoidance-related tendencies in response to elevated power, this study employed an immersive scenario-based battery of least-worst decisions (the Least-Worst Uncertain Choice Inventory for Emergency Responses; LUCIFER) with members of the United States Armed Forces. In line with previous naturalistic decision-making research on the effect of power, this research found that in conditions of higher power, individuals found decisions more difficult and were more likely to make an avoidant choice. Furthermore, this effect was more pronounced in domain-specific decisions for which the individual had experience. These findings expand our understanding of when, and in what contexts, power leads to approach vs. avoidant tendencies, as well as demonstrate the benefits of bridging methodological divides that exist between “in the lab” and “in the field” when studying high-uncertainty decision-making. 

Objective In this study, we extend the impact of mindfulness to the concept of least-worst decision-making. Least-worst decisions involve high-uncertainty and require the individual to choose between a number of potentially negative courses of action. Research is increasingly exploring least-worst decisions, and real-world events (such as the COVID-19 pandemic) show the need for individuals to overcome uncertainty and commit to a least-worst course of action. From sports to business, researchers are increasingly showing that “being mindful” has a range of positive performance-related benefits. We hypothesized that mindfulness would improve least-worst decision-making because it would increase self-reflection and value identification. However, we also hypothesized that trait maximization (the tendency to attempt to choose the “best” course of action) would negatively interact with mindfulness. Methods Three hundred and ninety-eight participants were recruited using Amazon MTurk and exposed to a brief mindfulness intervention or a control intervention (listening to an audiobook). After this intervention, participants completed the Least-Worst Uncertain Choice Inventory for Emergency Responders (LUCIFER). Results As hypothesized, mindfulness increased decision-making speed and approach-tendencies. Conversely, for high-maximizers, increased mindfulness caused a slowing of the decision-making process and led to more avoidant choices. Conclusions This study shows the potential positive and negative consequences of mindfulness for least-worst decision-making, emphasizing the critical importance of individual differences when considering both the effect of mindfulness and interventions aimed at improving decision-making.