It has been argued that the fields of industrial-organizational psychology and organizational behavior would be greatly enriched by paying greater attention to research in judgment and decision-making (JDM). Because many of the key topics in organizational research involve either judgments (e.g., assessing job performance) or decisions (e.g., choosing a course of action or strategy), Dalal, Bonancio, Highhouse, Ilgen, Mohommed, and Slaughter (2010) maintain that there should be greater integration of both theories and findings from JDM into organizational studies. Although the case for integration seems at first glance to be rather obvious, I will suggest that there are some good reasons for a more limited influence of JDM. Many of the limiting factors stem from well-known problems of external validity. Others result from the paradigm of laboratory based JDM studies, where a phenomenon is distilled to its narrowest form and contextual variables are systematically removed. In its search for parsimonious cause-effect relationships, JDM research often misses (or willfully avoids) many of the most crucial elements of work behavior, making judgment and decision research less interesting and relevant to organizational researchers. Below, I will briefly
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