Audit report on Wave 2 of the Phase II Strategic Sourcing Initiative implemented by the Department of Administrative Services

Audit report on Wave 2 of the Phase II Strategic Sourcing Initiative implemented by the Department of Administrative Services

Strategic ambiguity in electoral competition

Many have observed that political candidates running for election areoften purposefully expressing themselves in vague and ambiguous terms. In thispaper we provide a simple formal model of this phenomenon. We model theelectoral competition between two candidates as a two--stage game. In thefirst stage of the game two candidates simultaneously choose their ideologies,and in the second stage they simultaneously choose their level of ambiguity.Our results show that ambiguity, although disliked by voters, may be sustainedin equilibrium. The introduction of ambiguity as a strategic choice variablefor the candidates can also serve to explain why candidates with the sameelectoral objectives end up ``separating'', that is, assuming different ideological positions.

On forward induction and evolutionary and strategic stability

We analyze which normal form solution concepts capture the notion offorward induction, as defined by van Damme (JET, 1989) in the classof generic two player normal form games preceded by an outsideoption. We find that none of the known strategic stability concepts(including Mertens stable sets and hyperstable sets) captures this form of forward induction. On the other hand, we show that the evolutionary concept of EES set (Swinkels, JET, 1992) is always consistent with forward induction.

Deciding analytically or trusting your intuition? The advantadges and disadvantadges of analytic and intuitive thought

Recent research has highlighted the notion that people can make judgmentsand choices by means of two systems that are labeled here tacit(or intuitive) and deliberate (or analytic). Whereas most decisionstypically involve both systems, this chapter examines the conditions underwhich each system is liable to be more effective. This aims to illuminatethe age-old issue of whether and when people should trust intuition or analysis. To do this, a framework is presented to understand how thetacit and deliberate systems work in tandem. Distinctions are also madebetween the types of information typically used by both systems as wellas the characteristics of environments that facilitate or hinder accuratelearning by the tacit system. Next, several experiments that havecontrasted intuitive and analytic modes on the same tasks are reviewed.Together, the theoretical framework and experimental evidence leads tospecifying the trade-off that characterizes their relative effectiveness.Tacit system responses can be subject to biases. In making deliberate systemresponses, however, people might not be aware of the correct rule to dealwith the task they are facing and/or make errors in executing it. Whethertacit or deliberate responses are more valid in particular circumstancesrequires assessing this trade-off. In this, the probability of making errorsin deliberate thought is postulated to be a function of the analytical complexityof the task as perceived by the person. Thus the trade-off is one of bias (inimplicit responses) versus analytical complexity (when tasks are handled indeliberate mode). Finally, it is noted that whereas much attention has beenpaid in the past to helping people make decisions in deliberate mode, effortsshould also be directed toward improving ability to make decisions intacit mode since the effectiveness of decisions clearly depends on both. Thistherefore represents an important frontier for research.

Iowa Department of Corrections, Strategic Plan 2008-2012, October 2008

This report outlines the strategic plan for Iowa Department of Corrections including,goals and mission.

Commission and Division on the Status of Iowans of Asian and Pacific Islander Heritage 2007-2010 Strategic Plan, 2007

This report outlines the strategic plan for Commission and Division on the Status of Iowans of Asian and Pacific Islander Heritage (CAPI) 2007-2010 Strategic Plan including,goals and mission.

Iowa Civil Rights Commission Strategic Plan 2005-2006

This report outlines the strategic plan for Iowa Civil Rights Commission Strategic Plan 2005-2006 including,goals and mission.

Iowa College Student Aid Commission Strategic Plan 2006-2009

This report outlines the strategic plan for Iowa College Student Aid Commissions including,goals and mission.

Iowa Alcoholic Beverages Division, Strategic Plan, 2003

This report outlines the strategic plan for Iowa Alcoholic Beverages Division including, goals and mission.

Iowa Utilities Board, Strategic Plan, 2008

This report outlines the strategic plan for Iowa Utilities Board including, goals and mission.

Iowa Commercial Banking, Strategic Plan, 2003

This report outlines the strategic plan for Iowa Alcoholic Beverages Division including, goals and mission.

Iowa Credit Union Division, Strategic Plan, 2008

This report outlines the strategic plan for Credit Union Division including, goals and mission.

Iowa Department of Cultural Affairs, Strategic Plan 2008-2011, 2008

This report outlines the strategic plan for Iowa Department of Cultural Affairs, goals and mission.

Iowa Department of Inspections and Appeals, Strategic Plan 2008-2011, 2008

This report outlines the strategic plan for Iowa Department of Inspections and Appeals, goals and mission.

Iowa Department of Natural Resources, Strategic Plan, 2008

This report outlines the strategic plan for Iowa Department of Natural Resources, goals and mission.